Featuring Belinda Daniel, Duke Health
In this second episode of Revco’s Revenue Roundtable, we continue the conversation of driving meaningful change in the healthcare industry with Belinda Daniel, Manager of Customer Service and MyChart at Duke University Health System.
Call center technology is one of the most critical—and often overlooked—components of the patient financial experience. As patient expectations rise and healthcare operations grow more complex, the tools provided to frontline representatives can directly influence patient satisfaction, staff confidence, and overall revenue cycle performance.
Together, Lori and Belinda explore how thoughtful call center technology, real-time access to information, and frontline-driven design can dramatically improve both patient engagement and operational efficiency.
Watch the full video interview here.
Belinda, Tell Us About Your Career Path and What Led You to Call Center Operations
I’ve always been a strong proponent of patient advocacy. I’ve built my career around helping patients in one way or another. I have extensive experience in front-end operations, including serving as a business and operations logistics manager, supervising registration hubs, launching Duke’s Medicaid eligibility program, and managing pre-op teams for both inpatient and outpatient services.
Now, I find myself focused on driving efficiency while promoting kindness for all within the call center environment.
What Problem Were You Trying to Solve with the Call Center Optimization Tool?
When I first entered the call center space, I started by asking a simple question: If I could do one thing to improve efficiency or patient satisfaction, what would it be?
The best solutions come from the people doing the work every day. The answer was clear—representatives needed a better way to access information during live calls. They needed it faster, more complete, and easier to navigate.
That question became the foundation of the solution. It empowers representatives to be more accurate, more confident, and more efficient. A confident representative can get to the bottom of a patient’s concern more effectively, and that makes all the difference.
How Does the Technology Work in Real Time for Representatives?
Before this solution, we relied heavily on Microsoft OneNote as a repository for job aids and training materials. It was separate from our training manual and had been pushed to its limits—it was overstuffed and difficult to navigate.
Now, representatives start with a home screen that includes icons for the most common call topics—financial assistance, payments, adjustments, and more. Everything they need most often is visible at a glance.
There are keyword search features, contact directories, and customizable content. We use a matrix approach so that similar conversations—like payment plans and financial assistance—can share consistent language. That consistency ensures patients receive the same information every time.
The system follows a “three-click philosophy.” In most cases, representatives can find what they need within three clicks while they’re on a live call. Long-time staff love it because it replaces OneNote, and new hires are amazed at how thorough and easy it is to use.
One team member described it as our mini customer service encyclopedia. It provides step-by-step instructions, policy refreshers, and real-time updates. One of the most valuable features is feedback—if something needs to be updated, we can make changes the same day and push alerts instantly.
How Did You Approach Change Management for Such a Major Shift?
We knew this would be one of the largest changes the call center had ever undertaken, aside from system conversions. So we involved staff early. We asked what they needed, how they wanted information formatted, and what would make their jobs easier.
That early involvement was critical to adoption. Some staff initially wanted to stick with what they’d used for years, so we allowed time for adjustment before eventually sunsetting the old system.
We also worked with a consultant recommended by the vendor, which helped keep us structured and on track. From kickoff to go-live, we completed implementation in about four months and wrote roughly 75% of our procedures in the first three months. Supervisors and subject matter experts played a huge role—everyone had a part in building it, testing it, and shaping it.
What Impact Did You See After Implementation?
The first thing we noticed was a significant increase in patient satisfaction. We were in the high 80s, and within two months we jumped into the mid-90s. Gaining even one point in patient satisfaction is a big deal, so this was huge.
We also reduced training time by about 25%, allowing new staff to get on the floor faster. There is now one source of truth, and training is delivered directly within the same tool representatives use on calls.
We saw a reduction in average handle time and an increase in staff confidence. Because updates are easy to make, the system continues to evolve and stay relevant, keeping staff engaged.
How Has This Changed Training and Ongoing Knowledge Management?
We no longer use a separate training manual. New hires are trained directly within the system they’ll use every day. It helps them acclimate quickly and builds confidence early.
Updates don’t require IT intervention—we can make changes ourselves, just like updating an app on a phone. Teaching others how to manage the content has also strengthened the team, because the best way to learn something is to teach it.
What Feedback Have You Heard from New Team Members?
New hires—especially those with prior healthcare experience—are amazed by the training program. They’re impressed by how dynamic it is and how quickly information can be updated. They often say they’ve never seen anything like it before.
Last, What Advice Would You Give Other Healthcare Leaders?
Listen to your people. If there’s a need, don’t be afraid to take the first step. This was a major undertaking for us, but it’s been worth it.
What started as a call center solution is now helping other departments. Teams across the organization are asking for our documentation to ensure consistency. It’s become a point of pride—and a way for customer service to support the broader health system.
Conclusion: Elevating Call Center Operations Through Technology and Trust
Call centers are often the silent backbone of the revenue cycle, yet they are one of the most frequent points of contact for patients navigating financial questions. As this Revenue Roundtable Spotlight illustrates, investing in real-time, frontline-driven call center technology can significantly improve patient satisfaction, training efficiency, and staff confidence.
Belinda’s experience at Duke University Health System demonstrates that when technology is designed around the needs of frontline teams—and supported by thoughtful change management—it can transform both the employee and patient experience.
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