archive-org.com » ORG » H » HFMA.ORG

Total: 824

Choose link from "Titles, links and description words view":

Or switch to "Titles and links view".
  • Cerner RevWorks: Readying Your Revenue Cycle Performance for Tomorrow
    or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Monday December 01 2014 BACK TO PAGINATION Advertisement In this Business Profile Scott Schmidt vice president Cerner RevWorks LLC shares insights on best practices for maximizing a revenue cycle management partnership Tell us a little about your organization As the world s largest publicly traded health information technology company Cerner provides leading edge solutions and services to more than 14 000 healthcare facilities worldwide We support the clinical financial and operational needs of both small and large organizations Cerner RevWorks provides clients with revenue cycle management services to meet two primary objectives reducing cost and increasing net revenue We currently serve multiple venues of care including acute ambulatory and post acute through two main methods of service delivery our full alignment partnerships and services administered through our Extended Business Office In our full alignment partnerships we manage a health system s entire revenue cycle We deploy a revenue cycle leadership and executive team that is responsible for managing the day to day operations of the client s revenue cycle function We take full accountability of the revenue cycle strategy delivery and performance Our Extended Business Office can run a client s entire billing department or help with specific business issues We also provide tailored services to address specific aspects of revenue cycle such as legacy system A R liquidation eligibility verification coding insurance follow up and payment posting What are some of the biggest challenges you see affecting healthcare organizations Changing reimbursement models coupled with regulatory updates are making it even more challenging to improve margins and profitability while balancing the care provided to communities As they prepare for tomorrow s challenges many healthcare organizations are recognizing they don t have the internal resources to competitively address core issues According to a Blackbook survey more than half of hospital CFOs 54 percent anticipate the need for next generation financial system solutions including software and outsourced services to keep their organizations solvent To be successful in these efforts these organizations will need to be selective in finding the right partner someone who fully aligns with them in values incentives and investments through a multiyear relationship Setting priorities is another challenge The alphabet soup of health care ICD 10 ACA FFS MCAID HIE M A and so forth pulls leaders in multiple directions Prioritization becomes increasingly difficult when you have limited resources to deploy How does Cerner s RevWorks product address these needs At RevWorks we are experts in revenue cycle management We take on the challenges of navigating payment shifts and regulatory changes for our clients so they can focus on what they do best providing quality care for their patients and communities Our client partners are often seeking new ideas and leadership that bring insight better solutions and improved reporting as well as the cultural change management necessary to materially improve the performance of their revenue cycle RevWorks packages these services into a single solution that allows our clients to achieve these goals Our clients also benefit from Cerner s significant commitment to research and development We ve invested more than 12 percent of Cerner s revenues in research and development annually with more than 450 million of investment expected just this year Revenue cycle in particular is a space where we are dedicating considerable resources and investments As a result we are at the forefront of understanding industry change and are able to share innovative practices with our clients What advice would you offer to healthcare leaders choosing among potential revenue cycle management partners Define what you are looking for in a long and fulfilling partnership then do your research Consider these questions Do you share common values Revenue cycle fundamentally manages people process and technology What is their approach to these core areas Are they innovating in these areas as well as offering new services What is their track record of performance Do they deliver on their promises Looking ahead five years how does the partner s business model adapt to changing reimbursement models as well as broader industry trends Do they have both a regional and national presence Ensure that you build key performance indicators and service level agreements into your contracts and understand how the supplier tracks and calculates them If you have specific or unique reporting requirements to run your business clearly define what those are and seek agreement on the time and manner in which related data will be reported As healthcare organizations implement RevWorks into their day to day operations what advice would you offer so they can best set themselves up for success Several actions are particularly important Plan and communicate internally in your organization Throughout the implementation period treat the engagement as a partnership where you bring nuances of your organization its culture mission and values and we bring best practices and proven methodologies Stay engaged as things get underway Ask good questions hold us accountable and encourage performance transparency Also participate in peer learning opportunities At RevWorks we encourage tight alignment not only between ourselves and the client but among our clients We support peer to peer interaction so our clients can see how others are tackling today s problems and preparing for tomorrow s challenges Where can readers learn more about Cerner s suite of solutions I would recommend readers visit www cerner com revworks There you can easily explore the solutions and services we provide to different healthcare venues You can click on hospital and health systems or population management for example to view the variety of solutions available for that type of venue HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals This Business Profile is funded through advertising with leading solution providers Learn more Content for this Business Profile

    Original URL path: http://www.hfma.org/Content.aspx?id=26274 (2016-02-10)
    Open archived version from archive


  • Aidin: Better Manage Your Post-Acute Provider Network and Improve Patient Outcomes
    by collecting and sharing relevant quality data at the moment of patient choice This in turn incentivizes post acute care providers to focus on improving outcomes and patient experience to remain competitive Aidin s software seamlessly integrates into existing discharge planning processes freeing social workers and case managers from administrative tasks and re centering their time around patients Using Aidin hospital staff can engage patients in choosing the highest quality provider for their specific needs and reward providers with the strongest post acute outcomes with referral volume Aidin focuses post acute providers on your specific patients needs and transforms the post acute marketplace by encouraging competition for your referrals based on quality performance What are some of the biggest challenges you see affecting healthcare organizations As hospitals and health systems begin to take on more risk they often realize they lack a complete picture of post acute care performance in their area As such they are making decisions around partnerships and preferred provider networks with limited visibility into post acute care outcomes especially as they relate to the hospital or health system s unique patient population and that population s clinical needs Hospitals and health systems are facing increasing pressure to improve post acute care outcomes yet the vast majority of healthcare reimbursement has not yet shifted from volume to value based care As a result organizations need to gain and leverage performance information in a cost effective way that is easy to operationalize and still prepares them for a future where more reimbursement and market share will be tied to outcomes across the care continuum How do you see your company addressing these issues Aidin s solution ensures hospitals and health systems drive near term financial benefit through efficient workflow while providing a cost effective way to improve post acute care outcomes Workflow improvement By taking into account both the hospital and post acute care provider workflow Aidin improves staff productivity and reduces the amount of time it takes to match a patient with the right placement option By using smart software to eliminate administrative tasks and reduce delays Aidin lowers patients length of stay and ensures smooth transitions to the next care setting when the patients are medically ready Outcome improvement Aidin provides hospitals and health systems with the most economical way for providers to improve post acute care outcomes Our solution collects and organizes provider outcome data allowing the hospital and most importantly the patient to see which of the available post acute facilities can best meet the patient s clinical needs For example a patient can quickly understand which providers have delivered the highest quality care interventions e g wound care physical therapy or respiratory therapy for their specific condition e g hip replacement versus congestive heart failure Aidin summarizes that data and presents it in a way that a patient can understand to aid and helps them make an informed choice In 90 percent of cases this information leads the patient to select the top performing provider reducing post acute readmissions by 25 percent For the first time hospitals can clearly tie referrals and patient choice to providers quality performance incentivizing post acute care providers to improve Hospitals and health system leadership can use this information to identify the best provider for their patients clinical needs allowing them to determine the right strategic partner for their patient population and optimize risk based payment For organizations that have already developed a formal post acute care network hospital leaders can use Aidin to manage the performance of that network in real time and provide targeted support or make changes when needed What are some key considerations for healthcare leaders when choosing solutions that facilitate post acute care transitions To get the most out of post acute care placement technology a hospital or health system should view its post acute care network as partners and select a solution that optimizes the workflow of those providers For example when a hospital sends multiple placement requests to a single post acute care provider the ability to prioritize these requests based on when patients will be ready to leave the acute care setting would be a strategic advantage for both organizations Leveraging a solution that allows for this prioritization not only ensures patients are offered beds when they need them but also allows the post acute care providers to fully optimize their beds For some providers such as multi state health systems it is beneficial to seek a nationwide solution Such a footprint supports efficient communications with post acute care providers regardless of where patients ultimately may need to travel Any other tips for how organizations can be most successful as they integrate the solution into existing workflow Hospitals and health systems should be wiling to leverage quality and patient satisfaction data to engage their post acute care network in conversations about improvement opportunities Hospitals that are ready to partner with post acute care providers to streamline care transitions and elevate performance will be leaders in raising the quality of care across the continuum Using data from a tool such as Aidin will allow a hospital to pinpoint the most appropriate places to start these conversations and arm them with the data to target improvements Where can readers learn more about Aidin s suite of solutions Readers can go to Aidin s website to learn more about our solution and how hospitals and health systems are using our services to streamline care transitions improve staff productivity enhance patient outcomes and reduce length of stay While reviewing the website be sure to check out the detailed case studies that highlight and quantify the benefits of Aidin s forward thinking technology HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals Business Profiles are funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by Aidin This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Sunday February 01 2015 BACK TO PAGINATION Advertisement In this Business Profile Russ Graney founder and CEO for Aidin and John Laursen head of business development for Aidin share insights on how to improve care transitions between acute and post acute care settings and incentivize high quality patient outcomes Tell me about your organization Aidin transforms the relationship between hospitals patients and post acute care providers through an improved referral process real time analytics on quality performance and an informed strategy on post acute network management Aidin s solution streamlines how hospitals refer patients to post acute care providers saving staff time and energy and improving the patient experience In addition Aidin informs how patients make post acute care decisions by collecting and sharing relevant quality data at the moment of patient choice This in turn incentivizes post acute care providers to focus on improving outcomes and patient experience to remain competitive Aidin s software seamlessly integrates into existing discharge planning processes freeing social workers and case managers from administrative tasks and re centering their time around patients Using Aidin hospital staff can engage patients in choosing the highest quality provider for their specific needs and reward providers with the strongest post acute outcomes with referral volume Aidin focuses post acute providers on your specific patients needs and transforms the post acute marketplace by encouraging competition for your referrals based on quality performance What are some of the biggest challenges you see affecting healthcare organizations As hospitals and health systems begin to take on more risk they often realize they lack a complete picture of post acute care performance in their area As such they are making decisions around partnerships and preferred provider networks with limited visibility into post acute care outcomes especially as they relate to the hospital or health system s unique patient population and that population s clinical needs Hospitals and health systems are facing increasing pressure to improve post acute care outcomes yet the vast majority of healthcare reimbursement has not yet shifted from volume to value based care As a result organizations need to gain and leverage performance information in a cost effective way that is easy to operationalize and still prepares them for a future where more reimbursement and market share will be tied to outcomes across the care continuum How do you see your company addressing these issues Aidin s solution ensures hospitals and health systems drive near term financial benefit through efficient workflow while providing a cost effective way to improve post acute care outcomes Workflow improvement By taking into account both the hospital and post acute care provider workflow Aidin improves staff productivity and reduces the amount of time it takes to match a patient with the right placement option By using smart software to eliminate administrative tasks and reduce delays Aidin lowers patients length of stay and ensures smooth transitions to the next care setting when the patients are medically ready Outcome improvement Aidin provides hospitals and health systems with the most economical way for providers to improve post acute care outcomes Our solution collects and organizes provider outcome data allowing the hospital and most importantly the patient to see which of the available post acute facilities can best meet the patient s clinical needs For example a patient can quickly understand which providers have delivered the highest quality care interventions e g wound care physical therapy or respiratory therapy for their specific condition e g hip replacement versus congestive heart failure Aidin summarizes that data and presents it in a way that a patient can understand to aid and helps them make an informed choice In 90 percent of cases this information leads the patient to select the top performing provider reducing post acute readmissions by 25 percent For the first time hospitals can clearly tie referrals and patient choice to providers quality performance incentivizing post acute care providers to improve Hospitals and health system leadership can use this information to identify the best provider for their patients clinical needs allowing them to determine the right strategic partner for their patient population and optimize risk based payment For organizations that have already developed a formal post acute care network hospital leaders can use Aidin to manage the performance of that network in real time and provide targeted support or make changes when needed What are some key considerations for healthcare leaders when choosing solutions that facilitate post acute care transitions To get the most out of post acute care placement technology a hospital or health system should view its post acute care network as partners and select a solution that optimizes the workflow of those providers For example when a hospital sends multiple placement requests to a single post acute care provider the ability to prioritize these requests based on when patients will be ready to leave the acute care setting would be a strategic advantage for both organizations Leveraging a solution that allows for this prioritization not only ensures patients are offered beds when they need them but also allows the post acute care providers to fully optimize their beds For some providers such as multi state health systems it is beneficial to seek a nationwide solution Such a footprint supports efficient communications with post acute care providers regardless of where patients ultimately may need to travel Any other tips for how organizations can be most successful as they integrate the solution into existing workflow Hospitals and health systems should be wiling to leverage quality and patient satisfaction data to engage their post acute care network in conversations about improvement opportunities Hospitals that are ready to partner with post acute care providers to streamline care transitions and elevate performance will be leaders in raising the quality of care across the continuum Using data from a tool such as Aidin will allow a hospital to pinpoint the most appropriate places to start these conversations and arm them with the data to target improvements Where can readers learn more about Aidin s suite of solutions Readers can go to Aidin s website to learn more about our solution and how hospitals and health systems are using our services to streamline care transitions improve staff productivity enhance patient outcomes and reduce length of stay While reviewing the website be sure to check out the detailed case studies that highlight and quantify the benefits of Aidin s forward thinking technology HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals Business Profiles are funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by Aidin This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Sunday February 01 2015 Please login to add your comments HFMA Business Profiles McKesson Leveraging Predictive Analytics to Rein in Operating Costs A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow HFMA RESOURCE LIBRARY 6 Patient Revenue Cycle Metrics You Should Be Tracking and How to Improve Your Results Patient financial engagement is more challenging than ever and more critical With patient responsibility as a percentage of revenue on the rise providers have seen their billing related costs and accounts receivable levels increase If increasing collection yield and reducing costs are a priority for your organization the metrics outlined in this presentation will provide the framework you need to understand what s working and what s not in order to guide your overall patient financial engagement initiatives and optimize results HFMA Business Profiles Accretive Health Partners with Providers to Excel in a Rapidly Transforming Revenue Cycle Environment Emad Rizk MD president and CEO of Accretive Health discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management HFMA RESOURCE LIBRARY 10 Ways to Reduce Patient Statement Volume and Reduce Costs No two patients are the same Each has a very personal healthcare experience and each has distinct financial needs and preferences that have an impact on how when and if they chose to pay their healthcare bill It s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients The need to tailor financial conversations and payment options to individual needs and preferences is critical This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach but take control of rising collection costs HFMA Business Profiles Conifer Health Solutions Helping Providers and Employers Build a Foundation for Better Health Jim Bohnsack vice president solution corporate development for Conifer Health Solutions explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements HFMA RESOURCE LIBRARY Reduce Patient Balances Sent to Collection Agencies Approaching New Problems with New Approaches This white paper written by Apex Vice President of Solutions and Services Carrie Romandine discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs but it will maximize the amount collected before sending to collections Further targeted messaging should be applied across all points of patient interaction i e point of service customer service patient statements and analyzed regularly for maximized results HFMA Business Profiles Ontario Systems Optimizing Accounts Receivable in a Rapidly Changing Environment Steve Scibetta senior director of channel sales for Ontario Systems healthcare product line shares insights into effectively managing receivables HFMA RESOURCE LIBRARY The Future of Online Patient Billing Portals This white paper written by Apex President Patrick Maurer discusses methods to increase patient adoption of online payments Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections This white paper shows why patient centric approaches to online payment portals are important complements to traditional provider centric approaches HFMA Business Profiles Optum Enabling Transformative Change Elena White vice president of risk quality and network solutions for Optum discusses how healthcare providers can leverage data and technology as they enable risk in their organization HFMA RESOURCE LIBRARY Payment Portals Can Improve Self Pay Collections and Support Meaningful Use Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs This article written by Apex Founder and CEO Brian Kueppers explores a number of strategies to create synergy between patient billing online payment portals and electronic health record EHR software to realize a high ROI in speed to payment patient satisfaction and portal adoption for meaningful use HFMA Business Profiles Somnia Bending the Healthcare Cost Curve Toward Improved Anesthesia Value Somnia President and CEO Marc Koch MD MBA explains how hospitals can drive transformative change in the perioperative experience for outstanding clinical and financial outcomes HFMA RESOURCE LIBRARY Large Health System Drives 10 UP Patient Payments and 10 DOWN Billing related Costs Faced with a rising tide of bad debt a large Southeastern healthcare system was seeing a sharp decline in net patient revenues The need to improve collections was dire By integrating critical tools and processes the health system was able to increase online payments and improve its financial position Taking a holistic approach increased overall collection yield by 10 while costs came down because the number of statements sent to patients

    Original URL path: http://www.hfma.org/Content.aspx?id=27877 (2016-02-10)
    Open archived version from archive

  • Citi’s Money2 for Health: Your All-in-One Healthcare Payment Solution
    of trying to obtain lab results With his sweater purchase he could receive email and text notifications on the order s status including when it had left the warehouse and when it was delivered To follow up on his lab results however he needed to repeatedly make phone calls to the provider He also expressed frustration at the lack of price transparency and payment options for the lab tests Increasingly consumers expect the same level of digitized integration they experience in online retail settings when they shop and pay for their healthcare services How does Citi s Money 2 for Health address these issues Citi built its solution from the consumer s perspective focusing on what patients need and want with respect to billing and payment for health care Typically consumers are frustrated by the tedious and confusing process of matching provider statements to paper bills Money 2 for Health gives them one place to view pay and archive their healthcare bills and explanation of benefits forms via desktop mobile or tablet devices It also allows them to pay using a personal healthcare digital wallet which can connect to a consumer s checking account most health savings and flexible spending accounts and most credit or debit cards from any U S based bank The patient views the amount owed selects the desired payment mechanism and the transaction is completed through simple click and pay Such convenience isn t just serving the consumer Providers that are able to ease the payment process may benefit from reduced bad debt lower billing and collection costs and fewer resources devoted to addressing patients payment or billing questions Perhaps most important integrating billing and payment information this way may dramatically improve the provider s ability to enhance the overall patient financial experience which supports brand loyalty and ultimately market share We expect that these factors may produce a strong value proposition for providers that receive payments through our platform potentially processing consumer payments faster and reducing collection communications and follow up What s involved for healthcare organizations that want to use Money 2 for Health Consumers already can pay most providers through the platform Organizations that are not yet enrolled with Money 2 for Health receive patient payments via paper checks And it s easy to become a registered provider Our express set up option requires little or no IT support and quickly enables provider organizations not only to receive payments electronically but also to research payments through our online portal download posting information and issue refunds if needed within a short period of time We also offer a guided enrollment process where our team members will walk providers through the steps to become enrolled if needed Once enrolled some providers may also request deeper integration with Money 2 for Health to enable automated posting of patient payments through the system With this approach they first go through the express set up option They then assess the need for expanded functionality and reporting capabilities depending on the number of their patients using the service and their own internal priorities and IT resource availability We offer these providers two options for the level of data integration preferred and we work with these providers on developing a joint implementation project Regardless of the approach pursued it s important to understand that Money 2 for Health simply augments an organization s existing billing procedures it doesn t replace or interfere with the organization s billing or become the organization s only payment delivery option Existing online website payment capabilities or paper statements can remain in place Any other tips for how organizations can be most successful as they integrate the solution into daily operations Two suggestions First we encourage providers to keep it simple and enroll using our express set up option This allows providers to receive consumer payments through Money 2 for Health electronically and begin using our system Second we recommend providers consider system integration projects to automate the payment posting function only as volumes merit and resources allow This is why we ve structured our system to be flexible for the varying needs of different providers and over time Additionally we suggest that providers look for other broader ways their revenue cycle efforts can support consumer needs through process change and technology A key question to consider is How well are you positioning your processes for pricing transparency and effectively providing consumers with information about payment options available Even organizations that have invested substantially in electronic health records have often made only marginal changes in their revenue cycle systems or processes often relying on different types of bolt ons to what may be antiquated systems Increasingly we are seeing CFOs begin to seek more integrated approaches to their processes and systems strategically revamping the whole billing and collection process as they retool for consumerism more broadly and work to factor in more consumer centric digital payment solutions such as Money 2 for Health Where can readers learn more Readers should log on to learn more about how Money 2 for Health works and view a short video clip that features insights from industry leaders about patient payment challenges and solutions Readers also can learn more about Citi s collaboration with Aetna and additional health plans we will be rolling out in the future as well as how this innovative solution is changing the payment landscape for patients and healthcare providers 1 Health Insurance Coverage Early Release of Estimates From the National Health Interview Survey January March 2014 National Center for Health Statistics 2 National Health Expenditure Projections 2012 2022 Centers for Medicare Medicaid Services 3 Ibid HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals Business Profiles are funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by Citi s Money 2 for Health This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Thursday January 01 2015 BACK TO PAGINATION Advertisement In this Business Profile Stuart Hanson director of business development healthcare solutions at Citi Retail Services discusses how improving the payment experience can benefit consumers and healthcare providers Tell me a little about your organization Citi s mission is to enhance people s lives through innovations that harness the breadth and depth of our information networks and products With massive financial computing power and digital expertise we are able to integrate data from many sources in a secure scaled fashion In addition Citi knows how to deliver a high quality customer service experience at a very large scale serving tens of millions of people Leveraging these strengths we ve developed Money 2 SM for Health a digital payment platform that helps simplify the healthcare payment process for U S consumers We launched the platform in collaboration with HCA Parallon and Aetna in June 2013 Over the past 18 months we ve expanded access to the payment solution to most Aetna members across the United States through the insurer s member portal We also are preparing to integrate additional health plans in 2015 and beyond What are you noticing with respect to consumer payment trends and expectations and how is this affecting a provider s ability to manage collections Especially with the implementation of the Affordable Care Act there continues to be huge growth in the number of consumers choosing high deductible health plans with many of these individuals getting coverage through the health insurance marketplaces 1 Other consumers are still seeing their healthcare responsibilities growing due to increased out of pocket costs under more traditional plans Direct annual payments from consumers to healthcare providers are growing at about 8 to 10 percent per year 2 Such growth is putting increased pressure on the financial performance of hospitals and health systems as direct payments from individuals have often been more difficult and costly to collect than commercial payments Ten years ago it was not uncommon for a healthcare provider to collect very little of its revenue directly from consumers By 2019 based on our analysis and government projections we expect to see providers level of patient direct pay to grow by at least 50 percent on average and up to 30 percent of these outstanding balances could be written off amounting to nearly 200 billion 3 Providers simply can t afford to continue taking on bad debt at these levels At the same time patients are demanding a better payment experience When it comes to consumers purchasing health care there is a significant gap between their expectations and services typically provided today I think back to the keynote address at a large healthcare conference last year where an industry executive compared his consumer experience when buying a sweater online with that of trying to obtain lab results With his sweater purchase he could receive email and text notifications on the order s status including when it had left the warehouse and when it was delivered To follow up on his lab results however he needed to repeatedly make phone calls to the provider He also expressed frustration at the lack of price transparency and payment options for the lab tests Increasingly consumers expect the same level of digitized integration they experience in online retail settings when they shop and pay for their healthcare services How does Citi s Money 2 for Health address these issues Citi built its solution from the consumer s perspective focusing on what patients need and want with respect to billing and payment for health care Typically consumers are frustrated by the tedious and confusing process of matching provider statements to paper bills Money 2 for Health gives them one place to view pay and archive their healthcare bills and explanation of benefits forms via desktop mobile or tablet devices It also allows them to pay using a personal healthcare digital wallet which can connect to a consumer s checking account most health savings and flexible spending accounts and most credit or debit cards from any U S based bank The patient views the amount owed selects the desired payment mechanism and the transaction is completed through simple click and pay Such convenience isn t just serving the consumer Providers that are able to ease the payment process may benefit from reduced bad debt lower billing and collection costs and fewer resources devoted to addressing patients payment or billing questions Perhaps most important integrating billing and payment information this way may dramatically improve the provider s ability to enhance the overall patient financial experience which supports brand loyalty and ultimately market share We expect that these factors may produce a strong value proposition for providers that receive payments through our platform potentially processing consumer payments faster and reducing collection communications and follow up What s involved for healthcare organizations that want to use Money 2 for Health Consumers already can pay most providers through the platform Organizations that are not yet enrolled with Money 2 for Health receive patient payments via paper checks And it s easy to become a registered provider Our express set up option requires little or no IT support and quickly enables provider organizations not only to receive payments electronically but also to research payments through our online portal download posting information and issue refunds if needed within a short period of time We also offer a guided enrollment process where our team members will walk providers through the steps to become enrolled if needed Once enrolled some providers may also request deeper integration with Money 2 for Health to enable automated posting of patient payments through the system With this approach they first go through the express set up option They then assess the need for expanded functionality and reporting capabilities depending on the number of their patients using the service and their own internal priorities and IT resource availability We offer these providers two options for the level of data integration preferred and we work with these providers on developing a joint implementation project Regardless of the approach pursued it s important to understand that Money 2 for Health simply augments an organization s existing billing procedures it doesn t replace or interfere with the organization s billing or become the organization s only payment delivery option Existing online website payment capabilities or paper statements can remain in place Any other tips for how organizations can be most successful as they integrate the solution into daily operations Two suggestions First we encourage providers to keep it simple and enroll using our express set up option This allows providers to receive consumer payments through Money 2 for Health electronically and begin using our system Second we recommend providers consider system integration projects to automate the payment posting function only as volumes merit and resources allow This is why we ve structured our system to be flexible for the varying needs of different providers and over time Additionally we suggest that providers look for other broader ways their revenue cycle efforts can support consumer needs through process change and technology A key question to consider is How well are you positioning your processes for pricing transparency and effectively providing consumers with information about payment options available Even organizations that have invested substantially in electronic health records have often made only marginal changes in their revenue cycle systems or processes often relying on different types of bolt ons to what may be antiquated systems Increasingly we are seeing CFOs begin to seek more integrated approaches to their processes and systems strategically revamping the whole billing and collection process as they retool for consumerism more broadly and work to factor in more consumer centric digital payment solutions such as Money 2 for Health Where can readers learn more Readers should log on to learn more about how Money 2 for Health works and view a short video clip that features insights from industry leaders about patient payment challenges and solutions Readers also can learn more about Citi s collaboration with Aetna and additional health plans we will be rolling out in the future as well as how this innovative solution is changing the payment landscape for patients and healthcare providers 1 Health Insurance Coverage Early Release of Estimates From the National Health Interview Survey January March 2014 National Center for Health Statistics 2 National Health Expenditure Projections 2012 2022 Centers for Medicare Medicaid Services 3 Ibid HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals Business Profiles are funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by Citi s Money 2 for Health This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Thursday January 01 2015 Please login to add your comments HFMA Business Profiles McKesson Leveraging Predictive Analytics to Rein in Operating Costs A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow HFMA RESOURCE LIBRARY 6 Patient Revenue Cycle Metrics You Should Be Tracking and How to Improve Your Results Patient financial engagement is more challenging than ever and more critical With patient responsibility as a percentage of revenue on the rise providers have seen their billing related costs and accounts receivable levels increase If increasing collection yield and reducing costs are a priority for your organization the metrics outlined in this presentation will provide the framework you need to understand what s working and what s not in order to guide your overall patient financial engagement initiatives and optimize results HFMA Business Profiles Accretive Health Partners with Providers to Excel in a Rapidly Transforming Revenue Cycle Environment Emad Rizk MD president and CEO of Accretive Health discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management HFMA RESOURCE LIBRARY 10 Ways to Reduce Patient Statement Volume and Reduce Costs No two patients are the same Each has a very personal healthcare experience and each has distinct financial needs and preferences that have an impact on how when and if they chose to pay their healthcare bill It s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients The need to tailor financial conversations and payment options to individual needs and preferences is critical This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach but take control of rising collection costs HFMA Business Profiles Conifer Health Solutions Helping Providers and Employers Build a Foundation for Better Health Jim Bohnsack vice president solution corporate development for Conifer Health Solutions explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements HFMA RESOURCE LIBRARY Reduce Patient Balances Sent to Collection Agencies Approaching New Problems with New Approaches This white paper written by Apex Vice President of Solutions and Services Carrie Romandine discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs but it will maximize the amount collected before sending to collections Further targeted messaging should be applied across all points of patient interaction i e point of service customer service patient statements and analyzed regularly for maximized results HFMA Business

    Original URL path: http://www.hfma.org/Content.aspx?id=26671 (2016-02-10)
    Open archived version from archive

  • TriMedx: Elevating Clinical Engineering
    Fanelli Hospital and vendor consolidation is bringing greater awareness to the savings opportunities that have been buried in nonclinical purchased services One significant cost contributor to nonclinical purchased services is clinical engineering Whether in house or outsourced clinical engineering accounts for approximately 5 to 10 percent of nonclinical purchased services significantly more than what is often perceived Uncovering all costs associated with clinical engineering and consolidating this function can deliver up to 20 percent in clinical engineering cost savings The biggest challenge lies in the fact that the clinical engineering spend has some of the toughest costs to uncover For most health systems the function is severely fragmented and the expenses tend to be spread across various departments in the general ledger Without knowing how to navigate these challenges hospitals risk incurring ongoing escalating expenses in hidden areas and missing out on significant and sustainable savings opportunities Often a root cause of high costs relating to clinical engineering is poor management of service contracts or lack of planning around demand for services How is TriMedx addressing these needs Fanelli Over the years we ve led healthcare providers to considerable savings and newfound efficiencies while supporting high quality care through our unique service delivery strategy The TriMedx philosophy for superior service is decreasing medical equipment service costs while increasing equipment uptime and response time without compromising care We accomplish this by increasing the availability and level of expertise of in house staff closely monitoring equipment preventive maintenance schedules and reducing reliance on OEM original equipment manufacturer and vendor service contracts This process begins with performing a current state assessment to understand the total cost of ownership for all medical equipment and identifying savings opportunities In addition TriMedx collaborates with key stakeholders within the system to choose the best combination of services and resources Because we ll build on the skillset of the team already in place the transition to a fully in house program is seamless and low risk and allows for improved quality of service and patient safety What are some key considerations for healthcare leaders when choosing the right vendor to partner with Willett Consider access to resources TriMedx utilizes the best technology available in the clinical engineering service industry to deploy a comprehensive lifecycle management program that provides optimal savings and operational efficiencies with all medical equipment Our state of the art computerized maintenance management system is the most innovative comprehensive and reliable platform in the industry The system provides our team with real time data so we can best manage healthcare equipment maintenance and repair requests Because the team has all of an organization s inventory information available at the touch of a finger TriMedx has some of the fastest call response times in the industry In addition our proprietary computerized maintenance management system offers service and financial reporting tools that allow hospitals to monitor equipment performance track program effectiveness and meet regulatory standards Users receive device information such as age and value maintenance service cost histories preventive maintenance schedules work order views device reports and inventories Also when it comes to parts procurement TriMedx is a leader Our seasoned sourcing specialists manage the parts purchases and invoices for more than 8 000 purchase orders on a monthly basis giving us bulk purchasing power to obtain the best part for each repair based on quality service cost and uptime requirements With the TriMedx dedicated regulatory compliance team customers receive expert regulatory guidance for all devices in the hospital inventory The team also facilitates instant communication electronically of all safety recalls and alert notices that impact a hospital s equipment What advice would you offer to healthcare leaders as they seek to optimize their processes Willett Centralizing clinical engineering does not require cutting existing staff The best approach is a method we refer to as an InSourced solution which blends the strengths of an in house team with the necessary tools technology and training to deliver clinical engineering excellence and maximum asset utilization from capital equipment planning to maintenance and support to end of life management With this type of program hospitals receive nonbiased evidence based support to effectively manage the complete lifecycle and total costs of medical equipment Any last advice Fanelli Because it is so easy for clinical engineering costs to remain hidden throughout the hospital it s important to not only conduct a current state assessment that will examine all costs both listed in clinical engineering and in each department throughout the system but also manually track down hard copies of every service agreement Also a financial assessment to determine the total spend should look at the run rate of current service contracts on all modalities as well as purchased parts service demand and annualized labor rates for technicians including benefits overtime training and so forth The assessment should be able to scrutinize all expenses within clinical engineering over several years to uncover trending This task can be daunting and is easier and more cost effective to accomplish by partnering with an expert such as TriMedx who has experience in uncovering true costs and can align with your mission vision and long term goals as a hospital Are there any educational materials you would like to share to help healthcare providers in these efforts Willett Our website has a lot of great resources I would particularly recommend the following white papers Total Cost of Ownership The Role of Clinical Engineer Five Ways Comprehensive Lifecycle Management Can Help Reduce Total Cost of Ownership Reducing Costs and Increasing Throughput Through Non Clinical Purchased Services A Focus on Consolidating Clinical Engineering Developing a Best in Class Clinical Engineering Department HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals This Business Profile is funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by TriMedx This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Saturday November 01 2014 BACK TO PAGINATION Advertisement In this Business Profile James Willett CEO and Jim Fanelli CFO TriMedx share strategies for elevating clinical engineering through innovative management programs Tell me a little about your organization James Willett Created by and for health care in 1998 TriMedx started as a clinical engineering department at St Vincent Hospital in Indianapolis Today TriMedx has more than 850 skilled biomedical laboratory and imaging technicians and managers and serves more than 1 200 facilities nationwide from large health systems to small clinics surgery centers and labs TriMedx Healthcare Technology Management provides a cost effective low risk model for hospitals to move toward clinical engineering excellence The TriMedx program is designed to simplify and streamline clinical engineering processes while tracking documenting and measuring service performance all in an effort to provide an enhanced level of accountability and focus while helping hospitals realize significant cost savings TriMedx uses an InSource model that elevates the capabilities and skills of the existing hospital staff by providing the necessary technology training and teamwork to deliver clinical engineering excellence and maximize utilization of medical equipment assets What are some of the biggest challenges you see affecting healthcare organizations Jim Fanelli Hospital and vendor consolidation is bringing greater awareness to the savings opportunities that have been buried in nonclinical purchased services One significant cost contributor to nonclinical purchased services is clinical engineering Whether in house or outsourced clinical engineering accounts for approximately 5 to 10 percent of nonclinical purchased services significantly more than what is often perceived Uncovering all costs associated with clinical engineering and consolidating this function can deliver up to 20 percent in clinical engineering cost savings The biggest challenge lies in the fact that the clinical engineering spend has some of the toughest costs to uncover For most health systems the function is severely fragmented and the expenses tend to be spread across various departments in the general ledger Without knowing how to navigate these challenges hospitals risk incurring ongoing escalating expenses in hidden areas and missing out on significant and sustainable savings opportunities Often a root cause of high costs relating to clinical engineering is poor management of service contracts or lack of planning around demand for services How is TriMedx addressing these needs Fanelli Over the years we ve led healthcare providers to considerable savings and newfound efficiencies while supporting high quality care through our unique service delivery strategy The TriMedx philosophy for superior service is decreasing medical equipment service costs while increasing equipment uptime and response time without compromising care We accomplish this by increasing the availability and level of expertise of in house staff closely monitoring equipment preventive maintenance schedules and reducing reliance on OEM original equipment manufacturer and vendor service contracts This process begins with performing a current state assessment to understand the total cost of ownership for all medical equipment and identifying savings opportunities In addition TriMedx collaborates with key stakeholders within the system to choose the best combination of services and resources Because we ll build on the skillset of the team already in place the transition to a fully in house program is seamless and low risk and allows for improved quality of service and patient safety What are some key considerations for healthcare leaders when choosing the right vendor to partner with Willett Consider access to resources TriMedx utilizes the best technology available in the clinical engineering service industry to deploy a comprehensive lifecycle management program that provides optimal savings and operational efficiencies with all medical equipment Our state of the art computerized maintenance management system is the most innovative comprehensive and reliable platform in the industry The system provides our team with real time data so we can best manage healthcare equipment maintenance and repair requests Because the team has all of an organization s inventory information available at the touch of a finger TriMedx has some of the fastest call response times in the industry In addition our proprietary computerized maintenance management system offers service and financial reporting tools that allow hospitals to monitor equipment performance track program effectiveness and meet regulatory standards Users receive device information such as age and value maintenance service cost histories preventive maintenance schedules work order views device reports and inventories Also when it comes to parts procurement TriMedx is a leader Our seasoned sourcing specialists manage the parts purchases and invoices for more than 8 000 purchase orders on a monthly basis giving us bulk purchasing power to obtain the best part for each repair based on quality service cost and uptime requirements With the TriMedx dedicated regulatory compliance team customers receive expert regulatory guidance for all devices in the hospital inventory The team also facilitates instant communication electronically of all safety recalls and alert notices that impact a hospital s equipment What advice would you offer to healthcare leaders as they seek to optimize their processes Willett Centralizing clinical engineering does not require cutting existing staff The best approach is a method we refer to as an InSourced solution which blends the strengths of an in house team with the necessary tools technology and training to deliver clinical engineering excellence and maximum asset utilization from capital equipment planning to maintenance and support to end of life management With this type of program hospitals receive nonbiased evidence based support to effectively manage the complete lifecycle and total costs of medical equipment Any last advice Fanelli Because it is so easy for clinical engineering costs to remain hidden throughout the hospital it s important to not only conduct a current state assessment that will examine all costs both listed in clinical engineering and in each department throughout the system but also manually track down hard copies of every service agreement Also a financial assessment to determine the total spend should look at the run rate of current service contracts on all modalities as well as purchased parts service demand and annualized labor rates for technicians including benefits overtime training and so forth The assessment should be able to scrutinize all expenses within clinical engineering over several years to uncover trending This task can be daunting and is easier and more cost effective to accomplish by partnering with an expert such as TriMedx who has experience in uncovering true costs and can align with your mission vision and long term goals as a hospital Are there any educational materials you would like to share to help healthcare providers in these efforts Willett Our website has a lot of great resources I would particularly recommend the following white papers Total Cost of Ownership The Role of Clinical Engineer Five Ways Comprehensive Lifecycle Management Can Help Reduce Total Cost of Ownership Reducing Costs and Increasing Throughput Through Non Clinical Purchased Services A Focus on Consolidating Clinical Engineering Developing a Best in Class Clinical Engineering Department HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals This Business Profile is funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by TriMedx This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Saturday November 01 2014 Please login to add your comments HFMA Business Profiles McKesson Leveraging Predictive Analytics to Rein in Operating Costs A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow HFMA RESOURCE LIBRARY 6 Patient Revenue Cycle Metrics You Should Be Tracking and How to Improve Your Results Patient financial engagement is more challenging than ever and more critical With patient responsibility as a percentage of revenue on the rise providers have seen their billing related costs and accounts receivable levels increase If increasing collection yield and reducing costs are a priority for your organization the metrics outlined in this presentation will provide the framework you need to understand what s working and what s not in order to guide your overall patient financial engagement initiatives and optimize results HFMA Business Profiles Accretive Health Partners with Providers to Excel in a Rapidly Transforming Revenue Cycle Environment Emad Rizk MD president and CEO of Accretive Health discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management HFMA RESOURCE LIBRARY 10 Ways to Reduce Patient Statement Volume and Reduce Costs No two patients are the same Each has a very personal healthcare experience and each has distinct financial needs and preferences that have an impact on how when and if they chose to pay their healthcare bill It s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients The need to tailor financial conversations and payment options to individual needs and preferences is critical This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach but take control of rising collection costs HFMA Business Profiles Conifer Health Solutions Helping Providers and Employers Build a Foundation for Better Health Jim Bohnsack vice president solution corporate development for Conifer Health Solutions explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements HFMA RESOURCE LIBRARY Reduce Patient Balances Sent to Collection Agencies Approaching New Problems with New Approaches This white paper written by Apex Vice President of Solutions and Services Carrie Romandine discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs but it will maximize the amount collected before sending to collections Further targeted messaging should be applied across all points of patient interaction i e point of service customer service patient statements and analyzed regularly for maximized results HFMA Business Profiles Ontario Systems Optimizing Accounts Receivable in a Rapidly Changing Environment Steve Scibetta senior director of channel sales for Ontario Systems healthcare product line shares insights into effectively managing receivables HFMA RESOURCE LIBRARY The Future of Online Patient Billing Portals This white paper written by Apex President Patrick Maurer discusses methods to increase patient adoption of online payments Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections This white paper shows why patient centric approaches to online payment portals are important complements to traditional provider centric approaches HFMA Business Profiles Optum Enabling Transformative Change Elena White vice president of risk quality and network solutions for Optum discusses how healthcare providers can leverage data and technology as they enable risk in their organization HFMA RESOURCE LIBRARY Payment Portals Can Improve Self Pay Collections and Support Meaningful Use Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs This article written by Apex Founder and CEO Brian Kueppers explores a number of strategies to create synergy between patient billing online payment portals and electronic health record EHR software to realize a high ROI in speed to payment patient satisfaction and portal adoption for meaningful use HFMA Business Profiles Somnia Bending the Healthcare Cost Curve Toward Improved Anesthesia Value Somnia President and CEO Marc Koch MD MBA explains how hospitals can drive transformative change in the perioperative experience for outstanding clinical and financial outcomes HFMA RESOURCE LIBRARY Large Health System Drives 10 UP Patient Payments and 10 DOWN Billing related Costs Faced with a

    Original URL path: http://www.hfma.org/content.aspx?id=25691 (2016-02-10)
    Open archived version from archive

  • Cerner: Connecting Clinical and Financial Data
    outcomes With declining reimbursement and an increasingly complex regulatory environment it s making it extremely challenging for these organizations to maintain margins and continue to invest in care delivery At the same time there is also a shift underway whereby healthcare organizations are taking on a higher level of financial risk through various population health delivery models The focus of these strategies is to take a different approach to managing populations through more proactive patient engagement and effective quality based incentives This shift is also creating a different set of payment models and measurement systems The real challenge for these organizations is they will need to operate in both the traditional event driven reimbursement environment in addition to dealing with new reimbursement models accountable care organizations bundles narrow networks etc What changes do you see for healthcare organizations as they begin addressing the shifting payment environment What we measure today in health care will be different from what we measure in the future as organizations take on more risk in these outcomes based models The shift will over time see less of a focus on event driven reimbursement and a greater focus on utilization and proactive long term health for patients We are working with our clients to measure utilization trends such as unplanned care gaps in care out of network services and so forth Cerner s excited to be at the forefront leveraging our integrated clinical and financial solution portfolio and our significant investment in capabilities to manage these changing delivery models and financial environments Can you share some key considerations for healthcare leaders when considering how best to integrate clinical and financial data in such a way Over the past few years we ve seen advancement in clinical automation due in part to a significant boost from the Affordable Care Act and Meaningful Use incentives This has created an important opportunity for organizations to leverage clinical automation to drive efficiencies in the revenue cycle Organizations that can efficiently connect clinical and financial information across all care venues will be most successful in the current and evolving healthcare market The integration of clinical and financial data is a requirement for both current and future reimbursement models When a healthcare organization has a clinically driven revenue cycle it can create leverage across its IT infrastructure and revenue cycle operations For example having technology in place that makes revenue cycle a byproduct of clinical activity creates an opportunity to automate workflows that previously required human intervention Automated scheduling and charging are several of the key areas of benefit There are also a number of more complex workflows that we ve automated to ensure efficient communication between patient financial services staff regarding clinical denials management For example we ve developed decision support technology that enables denial variance indicators to automatically notify clinicians that key information is needed to avoid a denial before it happens This kind of centralized efficient method of communication reduces a previously fragmented approach to interdepartmental communications and delays in cash How can Cerner s innovations help organizations position themselves for success when transitioning from legacy revenue cycle solutions and supporting daily operations Making the shift off of a 20 plus year old legacy revenue cycle solution can be disruptive but necessary and it requires strong change management around how your revenue cycle staff completes their work Historically revenue cycle tasks have been performed through batch processing and an inventory model where a majority of all transactions are audited and reviewed We re moving our clients toward a vision of an exception based model where revenue cycle staff reviews only exceptions and the amount of human intervention is reduced Key investments we have made include integrated workflow for the complex environment of EDI electronic data interchange Functions such as integrated eligibility medical necessity and claims management have been embedded into the core workflow for end users therefore reducing the need to launch into a bolt on solution to accomplish key revenue cycle tasks Most recently we released our integrated contract management system to support expected reimbursement variance analysis and soon we will be releasing contract modeling and patient bill estimation functionality all of which are fully integrated into the core revenue management solution Those are just some of the development examples of how Cerner thinks about the revenue cycle and how we ve tightly aligned our clinical and financial solutions using a single platform Organizations are finding integration to be increasingly important to take out cost in their revenue cycle This level of integration has allowed us to help clients automate and connect clinical and financial data across all venues of care enabling them to maximize efficiencies in both care delivery and payment processing Where can readers learn more about Cerner s suite of solutions and services Cerner provides a number of ways for the industry to learn more about what we re up to and how we can better support our clients We encourage clients to connect with each other and learn from each other s decisions and experiences so they can understand new and creative ways their peers are leveraging our suite of solutions and addressing workflow challenges In 2009 we made connecting clients easier when we introduced uCern our social media like platform that offers clients the opportunity for real time connections with their peers and Cerner associates We also encourage providers to visit www cerner com revenuecycle There they can easily explore the solutions and services we provide to different healthcare venues hear from some of our clients through videos and testimonials and see what Cerner sponsored events and industry events we re participating in throughout the year HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals Business Profiles are funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by Cerner This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Saturday November 01 2014 BACK TO PAGINATION Advertisement In this Business Profile Rick Heise senior vice president revenue cycle at Cerner Corporation discusses the importance of integrating clinical and financial data to excel in health care s changing payment environment Tell us a little bit about Cerner Corporation Although we are part of the healthcare IT industry we consider ourselves a health company Our focus is on solving healthcare challenges by leveraging innovative clinical and financial IT solutions We continuously work with our clients to leverage automation for reducing costs while improving care We continue to see strong demand for our solutions and services which has allowed us to continue to invest in advancing our capabilities We ve invested more than 12 percent of Cerner s revenues in research and development annually with more than 450 million of investment expected just this year My role at Cerner is to ensure we re aligned with our clients to deliver solutions that help with the complex financial management needs in health care We support our clients with a traditional set of core financial solutions focusing on patient access health information management and patient accounting as well as innovative solutions that connect clinical and financial data such as integrated case management and contract management We also provide revenue cycle management services where clients need support beyond technology in their revenue cycle operations We often get asked how many clients we have live on our solutions Our footprint in the industry across all of these solutions is quite large Clients who have adopted our full revenue cycle suite include 150 unique organizations across more than 1 300 facilities What are some of the biggest challenges you see affecting how healthcare organizations financially manage their business Healthcare organizations are under tremendous pressure to reduce costs and prove quality outcomes With declining reimbursement and an increasingly complex regulatory environment it s making it extremely challenging for these organizations to maintain margins and continue to invest in care delivery At the same time there is also a shift underway whereby healthcare organizations are taking on a higher level of financial risk through various population health delivery models The focus of these strategies is to take a different approach to managing populations through more proactive patient engagement and effective quality based incentives This shift is also creating a different set of payment models and measurement systems The real challenge for these organizations is they will need to operate in both the traditional event driven reimbursement environment in addition to dealing with new reimbursement models accountable care organizations bundles narrow networks etc What changes do you see for healthcare organizations as they begin addressing the shifting payment environment What we measure today in health care will be different from what we measure in the future as organizations take on more risk in these outcomes based models The shift will over time see less of a focus on event driven reimbursement and a greater focus on utilization and proactive long term health for patients We are working with our clients to measure utilization trends such as unplanned care gaps in care out of network services and so forth Cerner s excited to be at the forefront leveraging our integrated clinical and financial solution portfolio and our significant investment in capabilities to manage these changing delivery models and financial environments Can you share some key considerations for healthcare leaders when considering how best to integrate clinical and financial data in such a way Over the past few years we ve seen advancement in clinical automation due in part to a significant boost from the Affordable Care Act and Meaningful Use incentives This has created an important opportunity for organizations to leverage clinical automation to drive efficiencies in the revenue cycle Organizations that can efficiently connect clinical and financial information across all care venues will be most successful in the current and evolving healthcare market The integration of clinical and financial data is a requirement for both current and future reimbursement models When a healthcare organization has a clinically driven revenue cycle it can create leverage across its IT infrastructure and revenue cycle operations For example having technology in place that makes revenue cycle a byproduct of clinical activity creates an opportunity to automate workflows that previously required human intervention Automated scheduling and charging are several of the key areas of benefit There are also a number of more complex workflows that we ve automated to ensure efficient communication between patient financial services staff regarding clinical denials management For example we ve developed decision support technology that enables denial variance indicators to automatically notify clinicians that key information is needed to avoid a denial before it happens This kind of centralized efficient method of communication reduces a previously fragmented approach to interdepartmental communications and delays in cash How can Cerner s innovations help organizations position themselves for success when transitioning from legacy revenue cycle solutions and supporting daily operations Making the shift off of a 20 plus year old legacy revenue cycle solution can be disruptive but necessary and it requires strong change management around how your revenue cycle staff completes their work Historically revenue cycle tasks have been performed through batch processing and an inventory model where a majority of all transactions are audited and reviewed We re moving our clients toward a vision of an exception based model where revenue cycle staff reviews only exceptions and the amount of human intervention is reduced Key investments we have made include integrated workflow for the complex environment of EDI electronic data interchange Functions such as integrated eligibility medical necessity and claims management have been embedded into the core workflow for end users therefore reducing the need to launch into a bolt on solution to accomplish key revenue cycle tasks Most recently we released our integrated contract management system to support expected reimbursement variance analysis and soon we will be releasing contract modeling and patient bill estimation functionality all of which are fully integrated into the core revenue management solution Those are just some of the development examples of how Cerner thinks about the revenue cycle and how we ve tightly aligned our clinical and financial solutions using a single platform Organizations are finding integration to be increasingly important to take out cost in their revenue cycle This level of integration has allowed us to help clients automate and connect clinical and financial data across all venues of care enabling them to maximize efficiencies in both care delivery and payment processing Where can readers learn more about Cerner s suite of solutions and services Cerner provides a number of ways for the industry to learn more about what we re up to and how we can better support our clients We encourage clients to connect with each other and learn from each other s decisions and experiences so they can understand new and creative ways their peers are leveraging our suite of solutions and addressing workflow challenges In 2009 we made connecting clients easier when we introduced uCern our social media like platform that offers clients the opportunity for real time connections with their peers and Cerner associates We also encourage providers to visit www cerner com revenuecycle There they can easily explore the solutions and services we provide to different healthcare venues hear from some of our clients through videos and testimonials and see what Cerner sponsored events and industry events we re participating in throughout the year HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals Business Profiles are funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by Cerner This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Saturday November 01 2014 Please login to add your comments HFMA Business Profiles McKesson Leveraging Predictive Analytics to Rein in Operating Costs A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow HFMA RESOURCE LIBRARY 6 Patient Revenue Cycle Metrics You Should Be Tracking and How to Improve Your Results Patient financial engagement is more challenging than ever and more critical With patient responsibility as a percentage of revenue on the rise providers have seen their billing related costs and accounts receivable levels increase If increasing collection yield and reducing costs are a priority for your organization the metrics outlined in this presentation will provide the framework you need to understand what s working and what s not in order to guide your overall patient financial engagement initiatives and optimize results HFMA Business Profiles Accretive Health Partners with Providers to Excel in a Rapidly Transforming Revenue Cycle Environment Emad Rizk MD president and CEO of Accretive Health discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management HFMA RESOURCE LIBRARY 10 Ways to Reduce Patient Statement Volume and Reduce Costs No two patients are the same Each has a very personal healthcare experience and each has distinct financial needs and preferences that have an impact on how when and if they chose to pay their healthcare bill It s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients The need to tailor financial conversations and payment options to individual needs and preferences is critical This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach but take control of rising collection costs HFMA Business Profiles Conifer Health Solutions Helping Providers and Employers Build a Foundation for Better Health Jim Bohnsack vice president solution corporate development for Conifer Health Solutions explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements HFMA RESOURCE LIBRARY Reduce Patient Balances Sent to Collection Agencies Approaching New Problems with New Approaches This white paper written by Apex Vice President of Solutions and Services Carrie Romandine discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs but it will maximize the amount collected before sending to collections Further targeted messaging should be applied across all points of patient interaction i e point of service customer service patient statements and analyzed regularly for maximized results HFMA Business Profiles Ontario Systems Optimizing Accounts Receivable in a Rapidly Changing Environment Steve Scibetta senior director of channel sales for Ontario Systems healthcare product line shares insights into effectively managing receivables HFMA RESOURCE LIBRARY The Future of Online Patient Billing Portals This white paper written by Apex President Patrick Maurer discusses methods to increase patient adoption of online payments Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections This white paper shows why patient centric approaches to online payment portals are important complements to traditional provider centric approaches HFMA Business Profiles Optum Enabling Transformative Change Elena White vice president of risk quality and network solutions for Optum discusses how healthcare providers can leverage data and technology as they enable risk in their organization HFMA RESOURCE LIBRARY Payment Portals Can Improve Self Pay Collections and Support Meaningful Use Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs

    Original URL path: http://www.hfma.org/Content.aspx?id=25684 (2016-02-10)
    Open archived version from archive

  • Parallon Revenue Cycle Services: Customized Solutions for Improved Revenue Cycle Performance
    cycle leaders Revenue cycle management is increasingly complex Hospitals are assuming increased risk in their contracts and there are changes in payment mechanisms taking place that are putting additional pressures on ensuring revenue integrity At the same time compliance is becoming more challenging access to technology is becoming a greater differentiator in revenue cycle management efficiency and effectiveness patients are demanding a more retail like service experience and hospitals are going through multifaceted affiliations with other healthcare organizations whether it be hospitals or physician practices that are changing their business office processes dramatically Many healthcare providers are feeling overwhelmed where they either don t have the time or the depth of expertise necessary to focus on each of these areas to the level desired while continuing to focus on clinical quality and the delivery of patient care How is Parallon helping them manage this complexity We provide leadership experience and technology to partner with hospital leadership teams and tackle specific needs such as advancing business intelligence or ensuring compliance or we can take the whole revenue cycle function off their plate Currently we provide full service revenue cycle operations to more than 225 hospitals We also help to reduce cost pressures on average our clients see a 10 to 20 percent reduction in costs and in many instances we boost net revenue from 1 to 4 percent So we re pleased to provide more capabilities to their operations while adding value at the same time Handing off processes to an external partner can be a daunting proposition to many healthcare providers What advice would you offer for identifying a relationship that will best meet their revenue cycle needs There are a number of factors but we believe the following are particularly important when choosing a partner Prioritize healthcare experience Having walked in the shoes providers walk in is most important How long has the leadership team worked in the provider setting How deep is the team s understanding of hospital operations and finance Do leaders really understand what kind of impact their services can have on a hospital s income statement and balance sheet for good and ill Where do the company s operational expertise and best practices come from A management team from banking manufacturing or other industries simply won t have the same perspective as those who truly understand the needs of hospitals and the industry s particular business dynamics and regulatory issues Consider contribution to bigger picture goals Also the vendor s overall value proposition should align and support the organization s vision Reducing costs may be a key aim of the arrangement but other factors that influence the business also should be considered such as improving net revenue and cash flow reducing compliance risk driving technology improvements and positioning the organization to respond to changes in payment and care including integration across care settings Seek advancement of business intelligence What are their analytics capabilities How are they developing processes to support evidence based decision making Also what is their track record with innovation How will they help the organization recognize where it needs to be An understanding of data and how to apply evidence to process improvement whether with the vendor or healthcare organization is necessary to stay at the forefront of the industry Demand customization A diverse range of services is a distinct plus in selecting a vendor However hospitals also should look for a partner who takes the time to identify an approach that meets the hospital s specific needs instead of pushing a particular package Align around principles and standards Whether a vendor is providing a complete revenue cycle operation or serving as more of a business office extension by collecting bad debt or handling Medicaid eligibility the company should adhere to the same principles and standards that the healthcare organization s reputation was built on Foster effective communication practices Another factor that s highly telling in terms of a company s potential as an effective partner is its eagerness to engage with its customers Parallon s most successful relationships are with organizations that are tightly integrated with us from governance and communication to reporting of metrics Simply signing a contract and handing off the business bodes less well for a hospital Ideally everyone works together collaborates well and focuses on results As such the vendor should have tools and mechanisms in place to ensure ongoing communication and accountability Sometimes organizations have a strong ROI to outsource but the arrangement doesn t perform as desired in practice How can hospital finance executives best position their outsource revenue cycle management relationships for success Cultural fit is imperative Hospital finance executives should look for someone who shares their values and has a strong reputation in the industry Also the vendor should have a patients first approach to delivering services Because that s the reason for all of this caring for patients I think it s also important to see how companies serve current customers What do their core values look like in action Do they pride themselves on delivering top quality service Do they have sound quality controls in place in all areas of their business Do they treat people with respect and appreciate the hospital s mission These types of considerations are as important or even more so than the financial equation in selecting a partner especially with a large scale outsourcing agreement As hospital executives examine ways to improve their revenue cycle management particularly with use of an external partner are there any resources you can recommend Parallon offers a number of insights through white papers and case studies covering a variety of healthcare business topics HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals Business Profiles are funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by Parallon Revenue Cycle Services This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Monday September 01 2014 BACK TO PAGINATION Advertisement In this Business Profile Eric Ward president and CEO Parallon Revenue Cycle Services discusses key trends in revenue cycle management and factors providers should consider when partnering to advance their revenue cycle performance Tell me a little bit about your organization As one of the healthcare industry s leading providers of business and operational services Parallon provides a broad spectrum of customized services with unmatched scale infrastructure and operational expertise Parallon partners with hospitals health systems and non acute care providers to improve their business performance through the company s deep industry knowledge and proven practices in revenue cycle technology workforce solutions consulting group purchasing with our HealthTrust Purchasing Group and supply chain We serve more than 1 400 hospitals and 11 000 non acute provider organizations operating out of some 70 centers across the United States Within our revenue cycle services alone we have approximately 14 500 employees working in 25 shared services centers servicing a combined 700 hospitals and 6 000 physicians nationwide We provide full service end to end outsourcing of the revenue cycle managing all aspects from patient registration through account resolution We also offer consultative services and functional area point solutions across the revenue cycle Our point solutions include self pay and bad debt collections insurance collections and extended business office services third party liability collections Medicaid eligibility and physician revenue cycle services What are some of the biggest challenges that you see facing revenue cycle leaders Revenue cycle management is increasingly complex Hospitals are assuming increased risk in their contracts and there are changes in payment mechanisms taking place that are putting additional pressures on ensuring revenue integrity At the same time compliance is becoming more challenging access to technology is becoming a greater differentiator in revenue cycle management efficiency and effectiveness patients are demanding a more retail like service experience and hospitals are going through multifaceted affiliations with other healthcare organizations whether it be hospitals or physician practices that are changing their business office processes dramatically Many healthcare providers are feeling overwhelmed where they either don t have the time or the depth of expertise necessary to focus on each of these areas to the level desired while continuing to focus on clinical quality and the delivery of patient care How is Parallon helping them manage this complexity We provide leadership experience and technology to partner with hospital leadership teams and tackle specific needs such as advancing business intelligence or ensuring compliance or we can take the whole revenue cycle function off their plate Currently we provide full service revenue cycle operations to more than 225 hospitals We also help to reduce cost pressures on average our clients see a 10 to 20 percent reduction in costs and in many instances we boost net revenue from 1 to 4 percent So we re pleased to provide more capabilities to their operations while adding value at the same time Handing off processes to an external partner can be a daunting proposition to many healthcare providers What advice would you offer for identifying a relationship that will best meet their revenue cycle needs There are a number of factors but we believe the following are particularly important when choosing a partner Prioritize healthcare experience Having walked in the shoes providers walk in is most important How long has the leadership team worked in the provider setting How deep is the team s understanding of hospital operations and finance Do leaders really understand what kind of impact their services can have on a hospital s income statement and balance sheet for good and ill Where do the company s operational expertise and best practices come from A management team from banking manufacturing or other industries simply won t have the same perspective as those who truly understand the needs of hospitals and the industry s particular business dynamics and regulatory issues Consider contribution to bigger picture goals Also the vendor s overall value proposition should align and support the organization s vision Reducing costs may be a key aim of the arrangement but other factors that influence the business also should be considered such as improving net revenue and cash flow reducing compliance risk driving technology improvements and positioning the organization to respond to changes in payment and care including integration across care settings Seek advancement of business intelligence What are their analytics capabilities How are they developing processes to support evidence based decision making Also what is their track record with innovation How will they help the organization recognize where it needs to be An understanding of data and how to apply evidence to process improvement whether with the vendor or healthcare organization is necessary to stay at the forefront of the industry Demand customization A diverse range of services is a distinct plus in selecting a vendor However hospitals also should look for a partner who takes the time to identify an approach that meets the hospital s specific needs instead of pushing a particular package Align around principles and standards Whether a vendor is providing a complete revenue cycle operation or serving as more of a business office extension by collecting bad debt or handling Medicaid eligibility the company should adhere to the same principles and standards that the healthcare organization s reputation was built on Foster effective communication practices Another factor that s highly telling in terms of a company s potential as an effective partner is its eagerness to engage with its customers Parallon s most successful relationships are with organizations that are tightly integrated with us from governance and communication to reporting of metrics Simply signing a contract and handing off the business bodes less well for a hospital Ideally everyone works together collaborates well and focuses on results As such the vendor should have tools and mechanisms in place to ensure ongoing communication and accountability Sometimes organizations have a strong ROI to outsource but the arrangement doesn t perform as desired in practice How can hospital finance executives best position their outsource revenue cycle management relationships for success Cultural fit is imperative Hospital finance executives should look for someone who shares their values and has a strong reputation in the industry Also the vendor should have a patients first approach to delivering services Because that s the reason for all of this caring for patients I think it s also important to see how companies serve current customers What do their core values look like in action Do they pride themselves on delivering top quality service Do they have sound quality controls in place in all areas of their business Do they treat people with respect and appreciate the hospital s mission These types of considerations are as important or even more so than the financial equation in selecting a partner especially with a large scale outsourcing agreement As hospital executives examine ways to improve their revenue cycle management particularly with use of an external partner are there any resources you can recommend Parallon offers a number of insights through white papers and case studies covering a variety of healthcare business topics HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals Business Profiles are funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by Parallon Revenue Cycle Services This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Monday September 01 2014 Please login to add your comments HFMA Business Profiles McKesson Leveraging Predictive Analytics to Rein in Operating Costs A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow HFMA RESOURCE LIBRARY 6 Patient Revenue Cycle Metrics You Should Be Tracking and How to Improve Your Results Patient financial engagement is more challenging than ever and more critical With patient responsibility as a percentage of revenue on the rise providers have seen their billing related costs and accounts receivable levels increase If increasing collection yield and reducing costs are a priority for your organization the metrics outlined in this presentation will provide the framework you need to understand what s working and what s not in order to guide your overall patient financial engagement initiatives and optimize results HFMA Business Profiles Accretive Health Partners with Providers to Excel in a Rapidly Transforming Revenue Cycle Environment Emad Rizk MD president and CEO of Accretive Health discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management HFMA RESOURCE LIBRARY 10 Ways to Reduce Patient Statement Volume and Reduce Costs No two patients are the same Each has a very personal healthcare experience and each has distinct financial needs and preferences that have an impact on how when and if they chose to pay their healthcare bill It s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients The need to tailor financial conversations and payment options to individual needs and preferences is critical This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach but take control of rising collection costs HFMA Business Profiles Conifer Health Solutions Helping Providers and Employers Build a Foundation for Better Health Jim Bohnsack vice president solution corporate development for Conifer Health Solutions explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements HFMA RESOURCE LIBRARY Reduce Patient Balances Sent to Collection Agencies Approaching New Problems with New Approaches This white paper written by Apex Vice President of Solutions and Services Carrie Romandine discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs but it will maximize the amount collected before sending to collections Further targeted messaging should be applied across all points of patient interaction i e point of service customer service patient statements and analyzed regularly for maximized results HFMA Business Profiles Ontario Systems Optimizing Accounts Receivable in a Rapidly Changing Environment Steve Scibetta senior director of channel sales for Ontario Systems healthcare product line shares insights into effectively managing receivables HFMA RESOURCE LIBRARY The Future of Online Patient Billing Portals This white paper written by Apex President Patrick Maurer discusses methods to increase patient adoption of online payments Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections This white paper shows why patient centric approaches to online payment portals are important complements to traditional provider centric approaches HFMA Business Profiles Optum Enabling Transformative Change Elena White vice president of risk quality and network solutions for Optum discusses how healthcare providers can leverage data and technology as they enable risk in their organization HFMA RESOURCE LIBRARY Payment Portals Can Improve Self Pay Collections and Support Meaningful Use Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs This article written by Apex Founder and CEO Brian Kueppers explores a number of strategies to create synergy between patient billing online payment portals and electronic health record EHR software to realize a high ROI in speed to payment patient satisfaction and portal adoption for meaningful use HFMA Business

    Original URL path: http://www.hfma.org/Content.aspx?id=24633 (2016-02-10)
    Open archived version from archive

  • MedAssets: Improving Revenue Performance in Times of Change
    are some of the biggest challenges you see affecting healthcare organizations Amick Healthcare delivery is a low margin industry to begin with so the unprecedented pressures to minimize cost and maximize revenue in our current operating environment are very real With the growth in Medicare and Medicaid populations most organizations are challenged to do more with less And at the same time dramatic industrywide payment reform is underway with the shift from fee for service to value based care Most providers are working in a mixed model with multiple types of reimbursement reform in play Davis Transparency is also bringing new challenges Price transparency means that providers need to have clarity around their business goals and market strategy so that they can manage to those objectives whether they want to be recognized for value pricing or clinical quality in key market segments for example Also as consumers spend more of their own money due to higher deductibles they are becoming increasingly active participants in choosing which services to receive as well as where to receive them This trend is really just gaining momentum It s also important to note that transformation is taking shape differently in individual markets and due to unique constraints it s critical to gain visibility into what is occurring locally in the regional market How do your services address these challenges Amick When an organization is navigating change of this scale a number of levers can be used technology new processes and or outsourcing those areas that are not core competencies to offer a few examples That s where we can help Our breadth of experience and depth of products and services allow us to design implement and support a customer specific strategy and a holistic solution that meets the true needs of the organization It s not a cookie cutter approach While some providers may just need assistance in leveraging a new technology others will need information training education and ongoing real time support to excel and sustain higher performance Davis We also really emphasize providing the right solution at the right time An organization may be struggling with a number of operational pressures revenue compression personnel and a new service line for example so we will identify actionable solutions that are sustainable to address whatever those pressures are The key driver is really our ability to leverage data through analytics on a go forward basis for incremental adjustments that drive long term gains For instance understanding where an organization ranks when benchmarked against peer organizations or the industry as a whole can inform one s decision on how to best manage risk Likewise an accurate snapshot of current cost and payment structures with respect to current performance and clinical outcomes is the best way to determine financial viability under alternative payment scenarios or before entering payer negotiations Can you share some key considerations for healthcare leaders with these kinds of needs Davis Although point solutions are useful it is even more important to ensure you are partnering with a supplier that offers an integrated spectrum of solutions Unless you drill down with a root cause analysis and corrective action planning to ensure sustainable improvement you may end up with a temporary fix for one part of the revenue cycle that will break somewhere else Also performance improvement is data driven so it s important to have those analytics capabilities to help understand both key performance indicators within the organization and to benchmark the industry Amick As an additional example I d offer that there is a danger in choosing a claims solution that simply reflects published codes in the table Because there are substantial differences based on the location and type of care that organizations provide it s critical to engage a partner that has the competency technology and staffing to keep current on payer trends We provide more than 1 million claim edit checks in less than a tenth of a second automatically You want that automated capability so you can constantly refresh and to ensure your approach reflects recent marketplace dynamics allowing you to keep pace with change And as another example in our chargemaster service area our benchmark database ties to over 95 percent of a hospital s growth revenue There s very seldom an exception where one would need to gather work off cycle Any other tips for how organizations can best set themselves up for success in integrating these types of services into daily operations Davis In our most successful engagements we commonly find three things first a strong executive and operational sponsorship that results in a common understanding of the challenge and how to solve it second a culture of visibility and transparency that promotes buy in and discourages silo thinking and lastly a core belief organizationwide that the approach is valid Meaningful performance improvement is very difficult to achieve in the absence of any of the three Where can readers learn more about strategies and tactics for improving revenue and sustaining performance improvement Amick Related to pricing we re offering an HFMA hosted webinar on Thursday Oct 9 entitled Six Strategies to Keep Your Hospital Out of the Pricing Headlines MedAssets also is committed to leading the industry in meeting the requirements of the ICD 10 code set transition so we ve made a playbook available for how to maintain profitability In addition I recommend readers check out our blog to learn more about our current recommendations on a range of best practices for performance improvement And finally I d encourage people to read our recent Industry Insight on bundled payments and global capitation two methodologies with multiple considerations and moving parts under value based care HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals This Business Profile is funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by MedAssets This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA BACK TO PAGINATION Advertisement In this Business Profile Amy Amick president revenue cycle management and William Davis vice president revenue cycle advisory solutions both with MedAssets share insights on the industry and techniques to drive sustainable performance improvement Tell me a little about your organization Amy Amick Today providers are burdened with increasing financial pressures which not only challenge organizations aspirations to provide the highest quality of care for their communities but also their ability to remain financially viable Our objective at MedAssets is to help our clients overcome this pressure via sustained improvements More specifically we help our clients across both supply chain management and the revenue cycle continuum to reduce the total cost of care enhance operational efficiencies align clinical delivery and boost revenue performance We provide an informed approach to not just surviving but thriving in the changing healthcare market William Davis We are in four out of five hospitals in the United States and support more than 122 000 providers We focus on the core challenges in an organization s revenue cycle through the use of proprietary technology solutions data analytics and deep subject matter consulting to support the organization in efficiently and effectively optimizing processes and improving workflow Whether an organization needs help with contract modeling capturing revenues or developing dependable pricing strategies we bring great breadth of expertise through a comprehensive portfolio of revenue cycle solutions that range from access integrity all the way through collections What are some of the biggest challenges you see affecting healthcare organizations Amick Healthcare delivery is a low margin industry to begin with so the unprecedented pressures to minimize cost and maximize revenue in our current operating environment are very real With the growth in Medicare and Medicaid populations most organizations are challenged to do more with less And at the same time dramatic industrywide payment reform is underway with the shift from fee for service to value based care Most providers are working in a mixed model with multiple types of reimbursement reform in play Davis Transparency is also bringing new challenges Price transparency means that providers need to have clarity around their business goals and market strategy so that they can manage to those objectives whether they want to be recognized for value pricing or clinical quality in key market segments for example Also as consumers spend more of their own money due to higher deductibles they are becoming increasingly active participants in choosing which services to receive as well as where to receive them This trend is really just gaining momentum It s also important to note that transformation is taking shape differently in individual markets and due to unique constraints it s critical to gain visibility into what is occurring locally in the regional market How do your services address these challenges Amick When an organization is navigating change of this scale a number of levers can be used technology new processes and or outsourcing those areas that are not core competencies to offer a few examples That s where we can help Our breadth of experience and depth of products and services allow us to design implement and support a customer specific strategy and a holistic solution that meets the true needs of the organization It s not a cookie cutter approach While some providers may just need assistance in leveraging a new technology others will need information training education and ongoing real time support to excel and sustain higher performance Davis We also really emphasize providing the right solution at the right time An organization may be struggling with a number of operational pressures revenue compression personnel and a new service line for example so we will identify actionable solutions that are sustainable to address whatever those pressures are The key driver is really our ability to leverage data through analytics on a go forward basis for incremental adjustments that drive long term gains For instance understanding where an organization ranks when benchmarked against peer organizations or the industry as a whole can inform one s decision on how to best manage risk Likewise an accurate snapshot of current cost and payment structures with respect to current performance and clinical outcomes is the best way to determine financial viability under alternative payment scenarios or before entering payer negotiations Can you share some key considerations for healthcare leaders with these kinds of needs Davis Although point solutions are useful it is even more important to ensure you are partnering with a supplier that offers an integrated spectrum of solutions Unless you drill down with a root cause analysis and corrective action planning to ensure sustainable improvement you may end up with a temporary fix for one part of the revenue cycle that will break somewhere else Also performance improvement is data driven so it s important to have those analytics capabilities to help understand both key performance indicators within the organization and to benchmark the industry Amick As an additional example I d offer that there is a danger in choosing a claims solution that simply reflects published codes in the table Because there are substantial differences based on the location and type of care that organizations provide it s critical to engage a partner that has the competency technology and staffing to keep current on payer trends We provide more than 1 million claim edit checks in less than a tenth of a second automatically You want that automated capability so you can constantly refresh and to ensure your approach reflects recent marketplace dynamics allowing you to keep pace with change And as another example in our chargemaster service area our benchmark database ties to over 95 percent of a hospital s growth revenue There s very seldom an exception where one would need to gather work off cycle Any other tips for how organizations can best set themselves up for success in integrating these types of services into daily operations Davis In our most successful engagements we commonly find three things first a strong executive and operational sponsorship that results in a common understanding of the challenge and how to solve it second a culture of visibility and transparency that promotes buy in and discourages silo thinking and lastly a core belief organizationwide that the approach is valid Meaningful performance improvement is very difficult to achieve in the absence of any of the three Where can readers learn more about strategies and tactics for improving revenue and sustaining performance improvement Amick Related to pricing we re offering an HFMA hosted webinar on Thursday Oct 9 entitled Six Strategies to Keep Your Hospital Out of the Pricing Headlines MedAssets also is committed to leading the industry in meeting the requirements of the ICD 10 code set transition so we ve made a playbook available for how to maintain profitability In addition I recommend readers check out our blog to learn more about our current recommendations on a range of best practices for performance improvement And finally I d encourage people to read our recent Industry Insight on bundled payments and global capitation two methodologies with multiple considerations and moving parts under value based care HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals This Business Profile is funded through advertising with leading solution providers Learn more Content for this Business Profile is supplied by MedAssets This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Please login to add your comments HFMA Business Profiles McKesson Leveraging Predictive Analytics to Rein in Operating Costs A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow HFMA RESOURCE LIBRARY 6 Patient Revenue Cycle Metrics You Should Be Tracking and How to Improve Your Results Patient financial engagement is more challenging than ever and more critical With patient responsibility as a percentage of revenue on the rise providers have seen their billing related costs and accounts receivable levels increase If increasing collection yield and reducing costs are a priority for your organization the metrics outlined in this presentation will provide the framework you need to understand what s working and what s not in order to guide your overall patient financial engagement initiatives and optimize results HFMA Business Profiles Accretive Health Partners with Providers to Excel in a Rapidly Transforming Revenue Cycle Environment Emad Rizk MD president and CEO of Accretive Health discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management HFMA RESOURCE LIBRARY 10 Ways to Reduce Patient Statement Volume and Reduce Costs No two patients are the same Each has a very personal healthcare experience and each has distinct financial needs and preferences that have an impact on how when and if they chose to pay their healthcare bill It s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients The need to tailor financial conversations and payment options to individual needs and preferences is critical This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach but take control of rising collection costs HFMA Business Profiles Conifer Health Solutions Helping Providers and Employers Build a Foundation for Better Health Jim Bohnsack vice president solution corporate development for Conifer Health Solutions explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements HFMA RESOURCE LIBRARY Reduce Patient Balances Sent to Collection Agencies Approaching New Problems with New Approaches This white paper written by Apex Vice President of Solutions and Services Carrie Romandine discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs but it will maximize the amount collected before sending to collections Further targeted messaging should be applied across all points of patient interaction i e point of service customer service patient statements and analyzed regularly for maximized results HFMA Business Profiles Ontario Systems Optimizing Accounts Receivable in a Rapidly Changing Environment Steve Scibetta senior director of channel sales for Ontario Systems healthcare product line shares insights into effectively managing receivables HFMA RESOURCE LIBRARY The Future of Online Patient Billing Portals This white paper written by Apex President Patrick Maurer discusses methods to increase patient adoption of online payments Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections This white paper shows why patient centric approaches to online payment portals are important complements to traditional provider centric approaches HFMA Business Profiles Optum Enabling Transformative Change Elena White vice president of risk quality and network solutions for Optum discusses how healthcare providers can leverage data and technology as they enable risk in their organization HFMA RESOURCE LIBRARY Payment Portals Can Improve Self Pay Collections and Support Meaningful Use Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs This article written by Apex Founder and CEO Brian Kueppers explores a number of strategies to create synergy between patient billing online payment portals and electronic health record EHR software to realize a high ROI in speed to payment patient satisfaction and portal adoption for meaningful use HFMA Business Profiles Somnia Bending the Healthcare

    Original URL path: http://www.hfma.org/Content.aspx?id=24640 (2016-02-10)
    Open archived version from archive

  • Warbird Consulting Partners: CFO Expertise When You Need It
    around the United States to help providers address very focused accounting and finance issues What are some of the biggest challenges you see affecting healthcare organizations The biggest challenge over the next three to five years will be the ability to adjust to the magnitude of changes occurring due to healthcare reform Significant change in strategic and operational direction will be needed as care continues to transform from inpatient settings to outpatient community based settings Also financial pressures are significant Hospitals are feeling not only the pain of reduced inpatient volumes but also declines in third party payer and Medicare reimbursement In this difficult environment hospitals must completely reexamine the types and structure of services they are providing to best deliver high quality care with efficiency and address market change with agility How do Warbird s services address these kinds of needs There is no substitute for having a cadre of senior CFOs with breadth and depth of experience to draw on for viable and creative solutions during this period of industry transformation Warbird s CFO Network represents individuals with expertise in varied types of healthcare organizations who offer the needed perspective to enhance decision making and leadership For example we recently worked with a rapidly growing Midwest physician practice that had just acquired another 600 physicians The organization lacked the financial infrastructure to support this level of growth By drawing on the guidance of a Warbird CFO who has successfully navigated similar situations the organization s leaders are now moving quickly to put systems in place to generate the financial statements they need to maintain integrity and communicate effectively with an affiliated health system We ve also worked with a number of hospitals that are experiencing technical defaults on bonds because their financial operations have triggered financial ratios that violate the bond covenants We help them identify and execute a plan to improve those ratios and assist in communicating that plan to bond holders Warbird has tools to help forecast the impacts on financial ratios of specific improvement initiatives undertaken by the hospital or system In some instances organizations are finding that it is taking an inordinate amount of time to recruit a strategic CFO With the pace of industry change organizations cannot afford financial strategy to be on hold so they will frequently engage one of our CFOs on an interim basis to both manage operations and assist with troubleshooting and the financial strategic framework Are there any key considerations for healthcare leaders when choosing to bring on this kind of talent We find that large and small organizations often experience different types of needs In a large system for example they may hire one of our CFOs to expand their own bandwidth for day to day operations for a period of a few months while the incumbent CFO focuses on key strategic priorities In medium and smaller organizations the challenge is more often lack of the bench strength they need if they lose a key individual A search can frequently take six to nine months so it s helpful to lock in someone with very little learning curve to manage board investor and rating agency relationships as well as general financial operations as needed until the position is filled In all sizes of organizations leaders benefit from engaging a CFO with expertise that precisely fits their projects and challenges Warbird s CFOs come from various settings including physician driven organizations children s hospitals academic medical centers and small medium and large integrated systems Some Warbird CFOs are ACO and physician relationship experts and others excel at transferring assets to different uses directing outsourcing strategies performing SWOT assessments leading complex managed care negotiations or overseeing post turnaround implementation In all cases Warbird s CFOs help incumbent CFOs expand their own bandwidth to do more at a faster pace with the quality only a tenured CFO can bring Any other advice for healthcare leaders The important thing is that you select the talent you need To get full value out of this type of service it s important to carefully consider what you may need to drive the types of results you are seeking within a specific time period Having this sense of specific business direction allows us to match the right individual to the organization and supports a good cultural fit Because we are CFOs ourselves we understand the role and function of the CFO in achieving timely deliverables and can speak your language As we strive to help make CFOs successful we can help them each achieve their annual and longer term goals and objectives quickly and efficiently How can readers learn more about the experience and expertise of Warbird CFOs Visit our site and review the case studies and thought leadership pieces in the section Healthcare Strategic and Financial Services There is an excellent case study on how we helped Boston Children s Hospital increase international market share You ll also learn how we provided a customized healthcare finance team to Trinity Mother Frances Hospitals and Clinics Tyler Texas to help the organization keep pace with key financial initiatives that were underway when its CFO retired Our CFOs are recognized thought leaders and keep current in the industry All of them are active members of the Healthcare Roundtable for CFOs and some are members of the Health Management Academy s CFO Forum and HFMA These organizations help the Warbird CFOs remain current in all of the healthcare industry s issues and business needs We also are frequent contributors to thought leadership articles in the media on topics that range from ACOs to government affairs to physician administrator relations Many of these articles can be accessed on our website under Healthcare News HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals This Business Profile is funded through advertising with leading solution providers This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Friday August 01 2014 BACK TO PAGINATION Advertisement In this Business Profile Doug Fenstermaker managing partner and executive vice president of health care Warbird Consulting Partners shares strategies to leverage outsourced CFO expertise to lead special projects or fill interim roles while recruiting is underway Tell me a little about your organization Warbird provides CFO and other senior leader healthcare expertise as well as on demand project teams to assist diverse industry clients in managing a full range of financial organizational and operational issues in addition to offering accounting and financial advisory services We team with hospitals medical group practices and public and private healthcare companies to improve performance comply with complex regulations and bond covenants and restrictions reduce costs recover from distress leverage technology and stimulate growth Services fall into a few distinct areas CFO network Warbird s Healthcare CFO Consulting Network is a national alliance of accomplished hospital and health system finance executives who work with incumbent CFOs on specific projects and initiatives Members of the alliance are seasoned practitioner consultants who can provide everything from strategic guidance on navigating reform related opportunities to peer to peer mentoring to hands on assistance with major initiatives such as practice acquisition The mission of the CFO Consulting Network is to help make CFOs successful On demand services Warbird also offers on demand interim strategic and financial management talent until an organization is able to fill the position permanently Common roles we step into include CFO controller revenue cycle leadership and patient accounting leadership In addition we offer project management solutions We can consult on all aspects of finance and accounting as well as complex regulatory issues related to Medicaid Medicare and healthcare reform The project management team delivers superior project oversight deliverables management and quality assurance to ensure client satisfaction Warbird also has a healthcare IT consulting division that can assess optimize and remediate IT problems with an eye toward better financial performance and results Warbird s work in this area can provide project management to guide revenue cycle clinical systems and other hospital physician IT projects Additionally we have a Business Solutions Network that provides access to a very select group of vetted and referenced healthcare niche business services from companies around the United States to help providers address very focused accounting and finance issues What are some of the biggest challenges you see affecting healthcare organizations The biggest challenge over the next three to five years will be the ability to adjust to the magnitude of changes occurring due to healthcare reform Significant change in strategic and operational direction will be needed as care continues to transform from inpatient settings to outpatient community based settings Also financial pressures are significant Hospitals are feeling not only the pain of reduced inpatient volumes but also declines in third party payer and Medicare reimbursement In this difficult environment hospitals must completely reexamine the types and structure of services they are providing to best deliver high quality care with efficiency and address market change with agility How do Warbird s services address these kinds of needs There is no substitute for having a cadre of senior CFOs with breadth and depth of experience to draw on for viable and creative solutions during this period of industry transformation Warbird s CFO Network represents individuals with expertise in varied types of healthcare organizations who offer the needed perspective to enhance decision making and leadership For example we recently worked with a rapidly growing Midwest physician practice that had just acquired another 600 physicians The organization lacked the financial infrastructure to support this level of growth By drawing on the guidance of a Warbird CFO who has successfully navigated similar situations the organization s leaders are now moving quickly to put systems in place to generate the financial statements they need to maintain integrity and communicate effectively with an affiliated health system We ve also worked with a number of hospitals that are experiencing technical defaults on bonds because their financial operations have triggered financial ratios that violate the bond covenants We help them identify and execute a plan to improve those ratios and assist in communicating that plan to bond holders Warbird has tools to help forecast the impacts on financial ratios of specific improvement initiatives undertaken by the hospital or system In some instances organizations are finding that it is taking an inordinate amount of time to recruit a strategic CFO With the pace of industry change organizations cannot afford financial strategy to be on hold so they will frequently engage one of our CFOs on an interim basis to both manage operations and assist with troubleshooting and the financial strategic framework Are there any key considerations for healthcare leaders when choosing to bring on this kind of talent We find that large and small organizations often experience different types of needs In a large system for example they may hire one of our CFOs to expand their own bandwidth for day to day operations for a period of a few months while the incumbent CFO focuses on key strategic priorities In medium and smaller organizations the challenge is more often lack of the bench strength they need if they lose a key individual A search can frequently take six to nine months so it s helpful to lock in someone with very little learning curve to manage board investor and rating agency relationships as well as general financial operations as needed until the position is filled In all sizes of organizations leaders benefit from engaging a CFO with expertise that precisely fits their projects and challenges Warbird s CFOs come from various settings including physician driven organizations children s hospitals academic medical centers and small medium and large integrated systems Some Warbird CFOs are ACO and physician relationship experts and others excel at transferring assets to different uses directing outsourcing strategies performing SWOT assessments leading complex managed care negotiations or overseeing post turnaround implementation In all cases Warbird s CFOs help incumbent CFOs expand their own bandwidth to do more at a faster pace with the quality only a tenured CFO can bring Any other advice for healthcare leaders The important thing is that you select the talent you need To get full value out of this type of service it s important to carefully consider what you may need to drive the types of results you are seeking within a specific time period Having this sense of specific business direction allows us to match the right individual to the organization and supports a good cultural fit Because we are CFOs ourselves we understand the role and function of the CFO in achieving timely deliverables and can speak your language As we strive to help make CFOs successful we can help them each achieve their annual and longer term goals and objectives quickly and efficiently How can readers learn more about the experience and expertise of Warbird CFOs Visit our site and review the case studies and thought leadership pieces in the section Healthcare Strategic and Financial Services There is an excellent case study on how we helped Boston Children s Hospital increase international market share You ll also learn how we provided a customized healthcare finance team to Trinity Mother Frances Hospitals and Clinics Tyler Texas to help the organization keep pace with key financial initiatives that were underway when its CFO retired Our CFOs are recognized thought leaders and keep current in the industry All of them are active members of the Healthcare Roundtable for CFOs and some are members of the Health Management Academy s CFO Forum and HFMA These organizations help the Warbird CFOs remain current in all of the healthcare industry s issues and business needs We also are frequent contributors to thought leadership articles in the media on topics that range from ACOs to government affairs to physician administrator relations Many of these articles can be accessed on our website under Healthcare News HFMA is the nation s leading membership organization for more than 40 000 healthcare financial management professionals This Business Profile is funded through advertising with leading solution providers This published piece is provided for advertisement purposes HFMA does not endorse the published material or warrant or guarantee its accuracy The statements and opinions of those profiled are those of the individual and not those of HFMA References to commercial manufacturers vendors products or services that appear do not constitute endorsement by HFMA Publication Date Friday August 01 2014 Please login to add your comments HFMA Business Profiles McKesson Leveraging Predictive Analytics to Rein in Operating Costs A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow HFMA RESOURCE LIBRARY 6 Patient Revenue Cycle Metrics You Should Be Tracking and How to Improve Your Results Patient financial engagement is more challenging than ever and more critical With patient responsibility as a percentage of revenue on the rise providers have seen their billing related costs and accounts receivable levels increase If increasing collection yield and reducing costs are a priority for your organization the metrics outlined in this presentation will provide the framework you need to understand what s working and what s not in order to guide your overall patient financial engagement initiatives and optimize results HFMA Business Profiles Accretive Health Partners with Providers to Excel in a Rapidly Transforming Revenue Cycle Environment Emad Rizk MD president and CEO of Accretive Health discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management HFMA RESOURCE LIBRARY 10 Ways to Reduce Patient Statement Volume and Reduce Costs No two patients are the same Each has a very personal healthcare experience and each has distinct financial needs and preferences that have an impact on how when and if they chose to pay their healthcare bill It s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients The need to tailor financial conversations and payment options to individual needs and preferences is critical This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach but take control of rising collection costs HFMA Business Profiles Conifer Health Solutions Helping Providers and Employers Build a Foundation for Better Health Jim Bohnsack vice president solution corporate development for Conifer Health Solutions explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements HFMA RESOURCE LIBRARY Reduce Patient Balances Sent to Collection Agencies Approaching New Problems with New Approaches This white paper written by Apex Vice President of Solutions and Services Carrie Romandine discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs but it will maximize the amount collected before sending to collections Further targeted messaging should be applied across all points of patient interaction i e point of service customer service patient statements and analyzed regularly for maximized results HFMA Business Profiles Ontario Systems Optimizing Accounts Receivable in a Rapidly Changing Environment Steve Scibetta senior director of channel sales for Ontario Systems healthcare product line shares insights into effectively managing receivables HFMA RESOURCE LIBRARY The Future of Online Patient Billing Portals This white paper written by Apex President Patrick Maurer discusses methods to increase patient adoption of online payments Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections This white paper shows why patient centric approaches to online payment portals are important complements to traditional provider

    Original URL path: http://www.hfma.org/Content.aspx?id=23909 (2016-02-10)
    Open archived version from archive



  •