A physician practice built a successful Chronic Care Management (CCM) program, but as it expanded, staffing constraints limited its ability to reach more patients and deliver additional services.
An NJ-based medical practice built a successful Chronic Care Management (CCM) program by equipping its staff with specialized software to support care coordination, compliance-focused documentation, and accurate billing.
Hundreds of patients received valuable support between office visits, and the practice generated recurring revenue. However, as the program grew, operational bottlenecks increasingly limited its ability to enroll and care for additional patients.
The practice was learning firsthand a lesson many healthcare providers encounter: Technology alone isn't enough to deliver high-quality care at scale. It also requires people, processes, and operational infrastructure. Successfully operating CCM and Remote Patient Monitoring (RPM) programs requires experienced professionals to:
- Identify and enroll eligible patients
- Deliver consistent, clinically appropriate care
- Engage patients and build trusting relationships
- Provide an experience that keeps patients actively participating and benefiting from the program
In the practice's existing arrangement, those responsibilities increasingly competed for a single employee's time. Caring for existing patients left little room for enrolling new ones. RPM expansion was complicated by device costs and logistics, while plans to introduce Behavioral Health Integration (BHI) never materialized.
The practice had two apparent options:
- Maintain the status quo, continuing to serve its existing patients while accepting limited growth and potentially leaving other eligible patients without access to valuable care.
- Hire additional staff, taking on the expense and complexity of recruiting, training, supervising, and retaining a growing care management team.
But there was a third option: Expand its capacity using 1bios turnkey care management services.
During a joint review of the practice's operations, 1bios identified opportunities to expand clinical reach and program capacity through dedicated care teams, enrollment support, RPM device logistics, and ongoing operational management.
A closer look at where the care management program was falling short
Despite an established patient population, the practice's care management programs struggled to grow, nor was it able to deliver on planned expansion of services. The review revealed three significant gaps.
1. CCM enrollment had nearly stopped
The practice had 425 patients enrolled in CCM, but new enrollment had slowed dramatically. Just three new patients enrolled during the baseline month, followed by only one in the subsequent month.
That meant the program was largely maintaining its existing population rather than reaching additional eligible patients who could benefit from ongoing care coordination and support between visits.
2. RPM wasn't reaching its potential
The practice had 101 patients enrolled in RPM, but only 31 generated an RPM management code during the baseline month. That figure fell to 13 during the following reporting period.
Device costs and logistics had also made it difficult to expand the program. As a result, the practice faced challenges both in enrolling additional patients and consistently delivering qualifying monitoring and management services to those already participating.
3. BHI remained an unrealized opportunity
Behavioral Health Integration (BHI) had never launched, despite being identified as a potential area for expansion.
For patients who could benefit from coordinated behavioral health support alongside their physical healthcare, this represented another service the practice had not yet established.
The numbers behind the challenges
| Program measure | Baseline month | Following month |
|---|---|---|
| New CCM enrollments | 3 | 1 |
| CCM base-code activity | 336 | 330 |
| CCM additional-time activity | 7 | 2 |
| New RPM enrollments | 1 | 0 |
| RPM monitoring-code activity | 53 | 52 |
| RPM management-code activity | 31 | 13 |
| RPM additional-time activity | 2 | 0 |
Taken together, the findings revealed a program that successfully served hundreds of patients but struggled to extend those services to others who could benefit.
The opportunity wasn't simply to increase enrollment. It was to build the capacity to reach more appropriate patients, keep them engaged, and consistently deliver the care they needed.
How 1bios bridges the capacity gap
The underlying constraint was staffing capacity. The practice relied on a single employee to manage ongoing patient care while also identifying and enrolling new patients. In the baseline month alone, documented CCM activity accounted for approximately 127 hours, leaving limited time for continued enrollment and program expansion.
Hiring another employee could provide some relief, but scaling an internal virtual care operation requires more than adding clinical hours. Recruiting, training, supervision, scheduling, coverage, device management, and quality assurance all become increasingly demanding as the patient population grows. Most practices lack the resources and infrastructure to build and manage an expanding virtual care department alongside their existing clinical operations.
Where 1bios’ turnkey solution could help
Rather than requiring practices to build those capabilities themselves, 1bios delivers a complete turnkey solution combining:
✓ Proprietary technology
✓ U.S.-based care teams
✓ Dedicated enrollment support
✓ Device logistics
✓ Ongoing program management
Adding turnkey services offers a path to overcome staffing constraints while preserving existing patient relationships and clinical oversight. With 1bios managing recurring care delivery and operational responsibilities, practices can focus more of their internal resources on identifying eligible patients and addressing other clinical priorities.
What would change with 1bios turnkey services?
For the practice in this review, the proposed transition would shift recurring operational responsibilities from its existing employee to 1bios, while the practice retained clinical oversight and its patient relationships.
| Program responsibility | Existing in-house model | Proposed 1bios turnkey model |
|---|---|---|
| CCM care management | Existing employee | Dedicated 1bios care team |
| Patient enrollment | Existing employee, alongside care duties | 1bios-led enrollment with practice coordination |
| RPM monitoring and follow-up | Existing employee | 1bios care team |
| RPM device logistics | Practice manages costs, devices, and support | 1bios manages devices, activation, and support |
| BHI services | Not yet launched | 1bios supports clinically appropriate BHI |
| Patient engagement | Limited by internal staff capacity | Dedicated ongoing outreach and engagement |
| Existing employee | Primarily ongoing care, in-clinic support, and enrollment | Enrollment and other clinic priorities |
The goal wasn't simply to shift work to an outside provider. It was to create the capacity to:
- identify and enroll more eligible patients
- build lasting relationships
- deliver consistent, reliable care they need
Under the proposed arrangement, 1bios would handle much of the recurring work that had constrained the practice's growth, while maintaining coordinated workflows and clinical escalation processes with the in-house team.
The employee stays, but the role changes
One of the most significant benefits of the proposed turnkey model was the opportunity to make better use of the practice's existing staff without eliminating positions or building an entirely new internal department.
Under the proposed arrangement, approximately 40% of the employee's time would go to in-office enrollment, with the remaining 60% redirected to other clinic priorities.
That could include identifying eligible patients during visits, helping them understand available services, supporting enrollment, coordinating discharge follow-up, and addressing other patient-care needs.
Meanwhile, 1bios' dedicated teams would manage ongoing CCM and RPM care, patient engagement, device logistics, and related operational responsibilities.
The employee would remain on the practice payroll. The benefit was not a reduction in salary expense, but the ability to redirect existing staff capacity to support additional patients and other clinical priorities.
The larger opportunity was to expand the practice's ability to deliver high-quality care without requiring it to recruit, train, and manage an increasingly complex internal virtual care operation.
