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  • Russell Investments: Optimizing Your Portfolio Strategy in Complex Times
    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 Tuesday July 01 2014 BACK TO PAGINATION Advertisement In this Business Profile Lisa Schneider CFA managing director non profits healthcare systems at Russell Investments offers insights on today s asset management environment and what to look for when working with a solutions provider to optimize a healthcare organization s portfolio strategy and manage risk Tell me a little bit about your organization Russell Investments is a leading provider of multi asset investment solutions managing more than 250 billion worldwide The healthcare industry represents 15 percent of the assets Russell manages for U S institutions In fact we have more than 30 years of experience advising and implementing investment programs for hospitals and health systems that range from small community hospitals to those that rank among the nation s 50 largest not for profit health systems Although we do advise and consult the core of our business is actively managing assets as a co fiduciary for outsourced pools of capital What are some of the biggest challenges you see affecting hospitals and health systems Managing complexity Increasingly clients tell us they are facing serious time and resource constraints due to the Affordable Care Act as well as other regulatory and legislative challenges As organizations evolve to make a successful transition from volume to value based care CFOs are highly focused on managing the impact of changing reimbursement rates revenue cycle management and related IT challenges In addition just as financial managers are finding that they have less time and fewer resources available to focus on investment portfolios the market environment has grown increasingly complex and their investment portfolios need more attention than ever in order to maximize returns and manage risk A decade ago when the landscape was more stable a set it and forget it strategy may have been enough for asset allocation But now market volatility demands real time portfolio management the ability to react to changing market conditions Making portfolio management decisions at quarterly committee meetings leaves too much on the table in terms of missed market opportunities and less than optimally managed risk How do your services address these needs Our outsourced management solution affords the CFO and treasury staff the breathing room they need to focus on larger organizational issues while Russell manages the details In our experience it s possible to not only delegate many current duties to a trusted provider but also to dramatically enhance the operation and oversight of the investment program at the same time We act as an extension of our clients staff not only advising but actually implementing the investment program and helping clients fulfill their fiduciary duties Russell can take on responsibility for decisions all along the value chain of the investment process from selecting investment managers designing strategy implementing that strategy and even assuming discretion over asset allocation if desired This enhances the oversight of the program and ensure a robust governance structure is in place By accepting fiduciary responsibility for decisions that are delegated to us Russell accepts increased accountability versus a consultant who may make recommendations only We start by listening so we understand your goals and then we customize a program to meet your needs In your experience working with many healthcare organizations what do you find is most critical to successful portfolio management Best practice in managing portfolios requires multiple areas of expertise You need rich capital markets insights a really deep program of manager research strategic asset allocation skills that will let you identify the exposures that will help deliver the portfolio outcomes you need and the ability to bring these all together effectively and efficiently Portfolio managers must be experienced in building and then managing multi asset portfolios which is very different than just recommending a manager It s important to have the implementation expertise of multiple managers as well as index expertise to design specific market exposures in a portfolio What advice would you offer to healthcare leaders when choosing among vendors When selecting a solutions provider we think there are some key questions you should ask to ensure that their capabilities align with your needs For example if you re looking for someone to take on accountability for investment decisions does the organization draw the line at offering advice only If they do offer investment implementation and asset management how long have they been in that business Healthcare CFOs have a tremendous amount on their plates right now As a co fiduciary Russell can help by managing the day to day details of the investment program as well as providing strategic guidance Click the exhibit to learn more Other important questions Will they limit your investment options through the use of captive programs that limit choices Will they dedicate portfolio managers to actively manage your assets Are they focused on beating asset class benchmarks at the expense of outcomes that matter most to your organization Performance is good but progress toward your financial goals is better You can exceed your return benchmarks in every asset class and still lose ground in funded status days of cash on hand and other goals that matter most to your organization Find out how strong they are in manager research and portfolio implementation You deserve industry leading research and award winning implementation Your committee deserves thought leadership and access to innovative results oriented strategies And last how customized is their customized approach Can they tailor the level of outsourcing discretion to suit your committee s appetite Will they incorporate only those program elements that you want without charging you for those you don t need These types of questions are key and can help you identify an outsourcing provider whose capabilities are a good match for the needs of your organization Are there any educational

    Original URL path: http://www.hfma.org/Content.aspx?id=23628 (2016-02-10)
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  • Lillibridge: Using Healthcare Real Estate to Achieve Your Strategic Goals
    illness In this new landscape hospitals must reexamine their real estate assets to identify locations scale and size to meet these cross continuum service needs and drive economies in their businesses Nobody s getting any younger You don t need a study or statistics to see this reality just look at your own family and friends Statistically people ages 65 visit the doctor four times more frequently than those ages 45 and younger Providers need to ensure they have the resources to handle these escalating needs and healthcare real estate is a huge part of the solution The mismatch between caregiver demand and supply is accelerating innovation With a projected 14 percent shortfall between physician supply and demand by 2025 we are actively participating in making healthcare delivery more efficient suite design that increases throughput smart use of space to accommodate both physicians and mid levels practice consolidation and even configuring non traditional spaces for group visits How are you able to help healthcare providers meet these shifts in patient volume and facility use Lillibridge should be the first call the best choice to own manage and build and reconfigure environments for healthcare providers Typically healthcare organizations have two critical needs service and capital Owned and leased real estate is one of the largest assets on a health system s balance sheet so we help optimize portfolios strategically financially and operationally We provide strategic capital through the acquisition of MOBs and outpatient facilities and by funding new projects Our experts help clients capture growth by developing a flexible right sized building at the right cost at the right time for their market And we are the largest property manager of outpatient healthcare facilities in the country Through best practices technology and teamwork we dramatically improve a healthcare organization s financial position and patient capacity Because we are home to 8 000 physician tenants in 29 states and Ventas our parent corporation is one of the leaders in seniors housing we are uniquely positioned to understand and address the needs of healthcare organizations across the entire continuum of care This is one of the values in what we re doing and why it is a stable business model MOBs are a needs based property and one of the lowest cost environments of care outside the home Can you share some key considerations for healthcare leaders when they are choosing among vendors during this time of facility use change People and other vendors may come and go but the ownership of healthcare real estate has a long time horizon Following are a few considerations for selecting a partner that will support your mission and goals for the long term It is critical for healthcare executives to recognize they are not just engaging another vendor when real estate is concerned because real estate is not just an end in itself it s often a means by which health systems can achieve other important strategic goals to best serve their communities Healthcare executives are selecting a high level leadership team to partner with over the long term to serve not only their real estate needs but also think strategically and work collaboratively to achieve success Key considerations experience and fit When it comes to capital whether it s acquiring repositioning or developing MOBs the partner s ability to execute is paramount No hospital wants to find out right before the closing that the deal has changed you need to feel confident the deal you cut is the deal you get when it closes Also you need to have confidence that your partner is going to be there in the years ahead and doesn t have a reputation for flipping buildings which is very disruptive to your business Key considerations track record of closing with certainty in every transaction long term hold owner and operator Life after the deal Does your potential partner have the resources and capabilities to provide solutions over time to meet needs you may not even be aware of yet Example if you need a new medical building a year from now you ll benefit by having a trusted partner in place to execute quickly and reliably Key consideration a partner that has single source solutions If you are looking for a partner to manage MOB operations make certain it has an in depth understanding of the healthcare operating environment best practices Physicians are undergoing transformational change with respect to employment technology and accountability Your MOB partner must understand what your valued physicians are going through in order to help optimize their practice environment and deliver exceptional service and positive experiences for their patients Key considerations experience of front line people and whether they are supported by an organization with a culture of outstanding customer satisfaction In general what can providers expect in working with Lillibridge In everything we do we are guided by integrity quality and commitment to our clients Clients can expect the following Commitment to excellence One of the many ways we measure success is use of the Net Promoter Score NPS methodology to measure customer satisfaction manage to metrics and drive accountability We conduct annual CEL Associates REACT Tenant Satisfaction Opinion Surveys This valuable feedback provides us with information to continually improve and provide an exceptional client experience Certainty of financial strength and access to capital Our firm has immediate access to capital required to move quickly and with certainty to fund our commitments Physician centric culture Our understanding of physician alignment productivity and satisfaction are strategically important for our clients to remain competitive in the marketplace Alignment of interests We fully understand the importance of productive efficient and well stabilized facilities that support physicians and patients along the entire continuum of 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 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 Tuesday July 01 2014 BACK TO PAGINATION In this Business Profile Todd W Lillibridge president and CEO of Lillibridge Healthcare Services Inc and executive vice president of medical property operations at Ventas discusses trends in healthcare real estate strategy and key considerations when choosing a partner for managing a healthcare organization s service and capital needs Tell me a little about your company Lillibridge is the largest owner and operator of medical office buildings MOBs in the United States As of June 2014 our portfolio spans approximately 22 million square feet in 400 plus owned and managed MOBs across 29 states 163 cities and 212 markets And Lillibridge is positioned to grow as the industry consolidates We really know health car e we provide advisory services capital funding property management and leasing and facility development services to highly rated hospitals and health systems with more than 400 clients nationwide In 2010 Lillibridge became a wholly owned subsidiary of Ventas Inc NYSE VTR an S P 500 company that is a leading REIT and the global leader in MOBs and seniors housing Ventas s diverse portfolio of nearly 1 500 assets in the United States Canada and the United Kingdom consists of seniors housing communities MOBs skilled nursing facilities and hospitals It s an exciting time to be in this industry With the benefit of our national footprint and local execution the Lillibridge team of professionals brings the best experience and ideas to the table What do you see are some of biggest issues that should be on healthcare organizations radar in terms of their real estate planning We are in the trenches we re collaborating with hospital and health system C suite executives coast to coast every day I ll drill down on a few top issues from a healthcare real estate perspective Healthcare spending is high Healthcare spending is expected to rise to 20 percent of GDP by 2022 from 18 percent in 2012 Economists warn there is no greater threat to the economy than soaring healthcare spending It is a national imperative for the industry to control costs employ better technologies maximize efficiency and continue to shift utilization away from inpatient settings The hospital s front door has moved from the emergency department to the MOB As millions of people per year obtain health insurance through exchanges as a result of the ACA the MOB will become the hospital s front door for those who previously may have accessed health care through the hospital s ED Outpatient demand is projected to grow 23 percent from 2013 to 2023 Emerging and enhanced care and payment models are driving health care to outpatient settings population health value over volume wellness and prevention retail medicine team based care coordination distributive care for managing disease and chronic illness In this new landscape hospitals must reexamine their real estate assets to identify locations scale and size to meet these cross continuum service needs and drive economies in their businesses Nobody s getting any younger You don t need a study or statistics to see this reality just look at your own family and friends Statistically people ages 65 visit the doctor four times more frequently than those ages 45 and younger Providers need to ensure they have the resources to handle these escalating needs and healthcare real estate is a huge part of the solution The mismatch between caregiver demand and supply is accelerating innovation With a projected 14 percent shortfall between physician supply and demand by 2025 we are actively participating in making healthcare delivery more efficient suite design that increases throughput smart use of space to accommodate both physicians and mid levels practice consolidation and even configuring non traditional spaces for group visits How are you able to help healthcare providers meet these shifts in patient volume and facility use Lillibridge should be the first call the best choice to own manage and build and reconfigure environments for healthcare providers Typically healthcare organizations have two critical needs service and capital Owned and leased real estate is one of the largest assets on a health system s balance sheet so we help optimize portfolios strategically financially and operationally We provide strategic capital through the acquisition of MOBs and outpatient facilities and by funding new projects Our experts help clients capture growth by developing a flexible right sized building at the right cost at the right time for their market And we are the largest property manager of outpatient healthcare facilities in the country Through best practices technology and teamwork we dramatically improve a healthcare organization s financial position and patient capacity Because we are home to 8 000 physician tenants in 29 states and Ventas our parent corporation is one of the leaders in seniors housing we are uniquely positioned to understand and address the needs of healthcare organizations across the entire continuum of care This is one of the values in what we re doing and why it is a stable business model MOBs are a needs based property and one of the lowest cost environments of care outside the home Can you share some key considerations for healthcare leaders when they are choosing among vendors during this time of facility use change People and other vendors may come and go but the ownership of healthcare real estate has a long time horizon Following are a few considerations for selecting a partner that will support your mission and goals for the long term It is critical for healthcare executives to recognize they are not just engaging another vendor when real estate is concerned because real estate is not just an end in itself it s often a means by which health systems can achieve other important strategic goals to best serve their communities Healthcare executives are selecting a high level leadership team to partner with over the long term to serve not only their real estate needs but also think strategically and work collaboratively to achieve success Key considerations experience and fit When it comes to capital whether it s acquiring repositioning or developing MOBs the partner s ability to execute is paramount No hospital wants to find out right before the closing that the deal has changed you need to feel confident the deal you cut is the deal you get when it closes Also you need to have confidence that your partner is going to be there in the years ahead and doesn t have a reputation for flipping buildings which is very disruptive to your business Key considerations track record of closing with certainty in every transaction long term hold owner and operator Life after the deal Does your potential partner have the resources and capabilities to provide solutions over time to meet needs you may not even be aware of yet Example if you need a new medical building a year from now you ll benefit by having a trusted partner in place to execute quickly and reliably Key consideration a partner that has single source solutions If you are looking for a partner to manage MOB operations make certain it has an in depth understanding of the healthcare operating environment best practices Physicians are undergoing transformational change with respect to employment technology and accountability Your MOB partner must understand what your valued physicians are going through in order to help optimize their practice environment and deliver exceptional service and positive experiences for their patients Key considerations experience of front line people and whether they are supported by an organization with a culture of outstanding customer satisfaction In general what can providers expect in working with Lillibridge In everything we do we are guided by integrity quality and commitment to our clients Clients can expect the following Commitment to excellence One of the many ways we measure success is use of the Net Promoter Score NPS methodology to measure customer satisfaction manage to metrics and drive accountability We conduct annual CEL Associates REACT Tenant Satisfaction Opinion Surveys This valuable feedback provides us with information to continually improve and provide an exceptional client experience Certainty of financial strength and access to capital Our firm has immediate access to capital required to move quickly and with certainty to fund our commitments Physician centric culture Our understanding of physician alignment productivity and satisfaction are strategically important for our clients to remain competitive in the marketplace Alignment of interests We fully understand the importance of productive efficient and well stabilized facilities that support physicians and patients along the entire continuum of 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 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 Tuesday July 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

    Original URL path: http://www.hfma.org/Content.aspx?id=23605 (2016-02-10)
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  • Nuance: Boosting Providers Over the EHR Tipping Point with CDI
    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 June 01 2014 BACK TO PAGINATION Advertisement In this Business Profile Paul Weygandt MD JD vice president of physician services talks about the importance of integrating clinical documentation improvement CDI with patient care in real time and how Nuance is turning the EHR into a tool valued by physicians Tell me a little bit about your organization Nuance is the market leader in creating clinical understanding solutions that drive smart efficient decisions across health care More than 500 000 clinicians and 10 000 healthcare facilities worldwide leverage Nuance s award winning voice enabled clinical documentation and analytics programs to support any clinical workflow on any device Nuance s healthcare division is reinventing the healthcare experience Through our voice language and CDI powered by J A Thomas Associates JATA offerings we create a more human conversation with many systems devices electronics apps and services That translates to more satisfied physicians healthier patients and a better bottom line What are some of the biggest challenges affecting healthcare organizations Engaging physicians to support appropriate reimbursement remains one of the toughest challenges CDI offers an opportunity to enhance both reimbursement and patient care through better coordination and real time access to data However surveys show that disruption of physician workflow is the biggest barrier to CDI followed closely by difficulty working with EHRs and other technologies Historically the EHR has been data rich but information poor as far as many caregivers are concerned We are now at the tipping point where the EHR begins to make physicians more efficient in both information entry and information extraction if organizations can engage physicians to use these solutions The best way to garner this engagement is to integrate CDI with clinical quality and let physicians lead the way Real time identification of clinical patterns at the point of care allows physicians to improve clinical documentation from the start rather than through the traditional retrospective system where physicians are asked to clarify a diagnosis for billing purposes alone Physicians are trained to dictate their clinical impressions in their own words and natural language processing allows those words to be instantly converted into structured text The next big step is then making that text readily available to others as actionable information and applying intelligent systems to that information How do your solutions help address these needs Nuance uniquely supports clinical workflow and physician patient interaction while enhancing the quality of information entered into the EHR which we believe is the key to future success The clinical language understanding CLU technology developed by Nuance allows physicians to express the subtleties of a clinical opinion perhaps the most essential component of a physician s professionalism easily within their natural workflow and within a patient s record This opinion can then be instantly analyzed and its content used to support clinical care at the time of service By seamlessly integrating essential clinical processes that used to be sequentially addressed Nuance brings together capture of the physician s clinical impression with all the downstream uses of that information that are vital to the success of healthcare organizations and meeting regulatory compliance Real time computer assisted physician documentation at the point of care naturally integrates elements of CDI coding quality monitoring and analytics offloading extensive rework from clinicians The impact on physician workflow and professional satisfaction is profound allowing physicians more time with patients and providing accurate clinical information in a manner long expected by the profession Specifically CLU converts the patient care narrative from text which physicians need to describe clinical conditions that vary from patient to patient into discrete data elements that can be measured and mapped something that back end users need for conducting epidemiology clinical research coding compliance analytics and billing thus bringing together two disparate worlds What other advice would you offer to healthcare leaders when choosing among vendors The ideal vendor should Focus on clinical care not just the revenue cycle You want a vendor that understands clinical quality physician workflow and how to engage physicians in a collaborative process to improve patient care This perspective becomes particularly important as we move toward accountable care Have a long history of engaging physician leadership and practicing physicians in accurate documentation and CDI This unique capability provides far greater impact because it breaks down the traditional barriers between the clinical and revenue cycle functions Introduce CDI programs to physicians not as part of revenue cycle improvement but as part of patient care and outcomes oriented solutions One great example Physicians judged on quality are often very concerned that outcomes are severity adjusted How do you do that By accurately documenting acuity in the medical record Bring physicians in early in the process to identify their needs and help them make the connection between proper terminology and better patient care Nuance through its clinically focused Dragon Medical 360 documentation solutions and more than 20 years of clinical documentation expertise from Nuance s JATA not only gains support of physicians but also typically spurs 4 to 8 percent improvement in one key revenue cycle metric case mix index How can healthcare organizations implementing Nuance s intelligent solutions best set themselves up for success Selecting CDI or coding solutions should always begin with a high level discussion of desired clinical outcomes and workflow considerations with a focus on ultimate benefit to patients Are there any educational materials you would like to share to help healthcare providers in these efforts Visitors to our website can download two HFMA reports HFMA s Executive Survey Clinical Documentation Meets Financial Performance and HFMA s Educational Update Navigating Today s CDI Landscape 10 Strategies for Success that speak directly to the importance of CDI and its vital links to both clinical quality and revenue cycle enhancement Go to

    Original URL path: http://www.hfma.org/Content.aspx?id=22991 (2016-02-10)
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  • Intacct: Providing Agile Performance Visibility for an Era of Change
    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 June 01 2014 BACK TO PAGINATION Advertisement In this Business Profile Robert Reid CEO of Intacct discusses healthcare providers urgent need to manage growth and how the right cloud financial management application can make all the difference for their financial leaders Tell me a little bit about your organization Intacct is the fastest growing provider of mid market cloud financial management applications Our entire company is focused on two things helping finance departments become more efficient at managing day to day financial processes and giving them the insights they need to drive and manage growth and performance What are some of the major challenges you see affecting healthcare organizations today The biggest challenge has to be managing growth that is taking place against the backdrop of exceptional technological and regulatory change Our healthcare customers are growing both organically and through acquisition As they expand to multiple locations and try to achieve scale in such a dynamic environment they need to not only make their financial operations more efficient but also quickly generate insights into financial and operational performance that will allow them to anticipate additional ways they can continue to optimize their operations Growth has put many finance departments on their heels Although manual spreadsheet based financial reporting might have been tolerable for finance teams on a small scale when payment was largely driven by volume it can be overwhelming as organizations today move into more sophisticated business arrangements and develop more complex ownership structures Today information needs to be distributed to all the appropriate users in the organization and viewed in real time so they can make the decisions on how to take advantage of opportunities and minimize risks How is Intacct helping hospitals and health systems address these needs Intacct s cloud financial management solution helps healthcare organizations get ahead of the growth curve not just catching up to growth but recognizing opportunities to benefit from it The technology does this in several ways helping finance teams become much more efficient at managing core accounting processes making it possible for organizations to capitalize on the cost savings opportunities that come from scale and delivering real time granular visibility into supply costs and labor costs Users can align healthcare and financial management systems by creating and reporting on an unlimited number of key performance metrics such as revenue by bed or by patient by staff member by payer or any other key information you use to manage your organization In addition healthcare providers working with Intacct can compare financial performance and operational ratios across locations quickly Customized role based dashboards provide performance visibility by location or location groups by doctor by owner or any other metrics Easy identification of high performers coupled with access to rich reporting and analytics helps leaders quickly identify and share best practices providing a solid foundation for performance improvement across the organization What s more cloud based management affords the ability to include additional entities seamlessly as the organization adds facilities locations or business units What are some key considerations for healthcare leaders when choosing cloud financial management solutions Healthcare leaders should pay particular attention to how well different solutions support the needs of multi location providers such as the rapid creation of consolidated financial statements performance snapshots not just at month s end but anytime With an instant rollup view providers can be more agile in adjusting strategies and operations in response to any downward trends in financial performance They should also look for financial management applications that can deliver the richest reporting capabilities without having to rely on external reporting tools or spreadsheets For example having an integrated view of financial metrics operational metrics e g available capacity and key ratios e g revenue per treatment profitability per treatment can make managing performance much more effective And reports should be easy to understand at the field operations and joint venture levels What makes Intacct stand out in the market The technology environment in health care is undergoing rapid change increasing the importance of solutions that can integrate well with each other Intacct was designed to be a best in class financial management application financial management is all we do For that reason we made rich integration capabilities a top priority so customers know our systems will play well with other systems they use to run their business such as billing and payroll Unlike financial management applications built during the on premises era Intacct was built so healthcare providers can capitalize on our capabilities regardless of their applications and technology portfolio As healthcare organizations implement use of Intacct s solution in their day to day operations what advice would you offer so they can best set themselves up for success Healthcare finance leaders have a tremendous opportunity to influence and drive the overall success of their organizations To do this effectively they need to collaborate with other organizational leaders to identify the most critical measures of success which are likely to be both financial and operational Once they ve done that finance leaders should make sure their financial management application provides not only real time visibility into these metrics but the ability to drill further into the numbers to identify the root causes of change in the performance of individuals regions or entities Armed with this kind of information they can help steer the conversations around strategic growth issues Are there any educational materials you would like to share to help providers in these efforts Healthcare organizations have used Intacct to drive improvements in the speed and efficiency of day to day financial processes and to generate insights that have helped drive longer term growth You can read about these success stories in the following case studies Consulting Radiologists Cirrus Health Renal

    Original URL path: http://www.hfma.org/Content.aspx?id=22878 (2016-02-10)
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  • Deloitte: ICD-10 Strategies to Consider During the Delayed Timeline
    as stakeholders may not be willing to engage as initially planned or training programs may need to be repeated closer to the new implementation date Steve Burrill It s also important to recognize that even with the delay the transition probably won t go as smoothly as expected and payment is likely to be affected Leaders should consider adopting a Let s turn the delay into an opportunity mind set and evaluate what can be accomplished now that the original deadline has been changed These elements can be brought into revised remediation plans Prior to the delay HFMA had seen many organizations focused on present and near term activities while not fully developing contingency plans if their own readiness or that of payers fell short What advice would you offer now in light of the delay Armstrong Many organizations had started to collabo rate with payers clearinghouses and third party entities by testing claims through the end to end process Many providers are contemplating how they can capitalize on this delay and engage in enhanced testing to enable true transaction evaluation while also conducting deeper analytics Reaching out to third party entities to confirm willingness to continue testing and expanding participa tion may be beneficial to organizations who continue their momentum For providers deep in implementation ICD 10 has shown to be more complex than originally expected and the extended timeline could allow for more thorough testing of processes and technologies The previous timeline had many using a hurried risk based approach that was focused only on the most critical areas What else is necessary Burrill Providers that maintain momentum could be able to achieve goals they previously set but then altered due to time constraints such as the ability to thoroughly practice ICD 10 coding produce usable test data or conduct dual coding for a full nine months to a year prior to implementation Also the art to being ready is having both the people and tools in place to analyze the results Many organizations have yet to take the time to not only identify the resources for this analysis but also deter mine whether performance will align with expectations Armstrong As a part of remediation activities we were helping clients establish baseline metrics to compare performance pre and post go live and monitor trends just as you would with a system implementation These metrics can be put in a dashboard type tool so that vari ances can be easily identified Organizations not currently using such metrics in an easy to track tool can use the additional time as an opportunity to start critical metric monitoring Additionally organizations should consider whether they need to assess vendor contracts and retention incentive programs to determine extension provisions and updates to accommodate the extended timeline How can organizations leverage what they have already accomplished Burrill We re already starting to see clients revise timelines to refocus training programs on documenta tion improvement regardless of the code set Accurate documentation has always been important but has never been an easy task for physicians and other clinicians There are advantages organizations can gain in taking the results of native coding outcomes and early training findings and incorporating them into a more advanced clinical documentation program Armstrong The timeline extension may enable organizations to better advance their efforts in blending Meaningful Use with ICD 10 clinical documentation Taking this extra time to link documentation requirements to order sets smart templates and documentation tools could give organizations a way to leverage existing training materials and retain knowledge Additionally the extension may allow more time for providers to actually realize benefits of CAC computer assisted coding a technology that was perhaps not an option with the original deadline What are some considerations that organizations were not yet focusing on but they should now Armstrong Many organizations have spent a lot of time in the planning process and haven t thought about Once I go live I don t want to eliminate the resources I just garnered It s important to consider how to best use these resources both with the delay and after the new ICD 10 compliance date When the delay occurred many organizations were just beginning to consider an organizational go live command center focused on system issues denials coding questions and underpay ment analysis It could be beneficial for example to have team members who can provide just in time education when coders are struggling with code selection or docu mentation issues Additionally the results of early adop tion indicated that expanding ICD 10 practice time can dramatically impact productivity and code accuracy and minimize payment variances Taking the time to deep dive into the more detailed data reporting and analytics could give organizations a chance to garner expertise they may not have had as of the previous deadline Burrill All in all it isn t likely that this is a gloom and doom scenario In many respects it s the beginning of the next phase We ve all worked very hard to get to this point The healthcare industry now needs to understand the value that can be captured The industry could be much better served with all of this new information We re likely to have a better understanding of how to deliver better care even though we could have some challenges that go along with having something that is more robust and stronger We might also look back at this five years from now and say Yes it was lot of hard work but we got through it and look at the better system we have today For more information visit resources for healthcare providers Content for this Business Profile is supplied by Deloitte Touche LLP 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 Thursday May 01 2014 BACK TO PAGINATION Advertisement Many hospitals and health systems have been gearing up for the transition from the ICD 9 to ICD 10 code set by focusing on clinical documentation improvement programs and implementing extensive training and education for clinicians and coders On March 31 however Congress passed the Protecting Access to Medicare Act of 2014 While the bill prevented a 24 percent cut in Medicare physician pay it also included a seven line provision to delay the conversion to ICD 10 by at least one year In light of this delay healthcare leaders should consider a fresh look at plans timelines and critical decision making evaluating their current state of readiness against other organizational initiatives Here Chris Armstrong principal and ICD 10 practice leader for Deloitte Consulting LLP and Steve Burrill partner and health care provider advisory practice leader for Deloitte Touche LLP offer strategies to consider for determining the best path forward during the delay What are some key concerns healthcare organizations should consider at this point in the transition Chris Armstrong Many organizational leaders are evaluating the work they ve completed and determining how time efforts and costs can be optimized with the delay A key concern will likely continue to be ensuring that all systems are go Everything needs to be working properly so that claims can be submitted accurately and payment reflects the level of services completed Using this as the anchor for decision making leaders might need to re forecast their current spend resource alloca tion ability to maintain testing activities without dupli cative efforts and potential costs of continued momentum Decisions related to education and training program timelines also need to be reviewed as stakeholders may not be willing to engage as initially planned or training programs may need to be repeated closer to the new implementation date Steve Burrill It s also important to recognize that even with the delay the transition probably won t go as smoothly as expected and payment is likely to be affected Leaders should consider adopting a Let s turn the delay into an opportunity mind set and evaluate what can be accomplished now that the original deadline has been changed These elements can be brought into revised remediation plans Prior to the delay HFMA had seen many organizations focused on present and near term activities while not fully developing contingency plans if their own readiness or that of payers fell short What advice would you offer now in light of the delay Armstrong Many organizations had started to collabo rate with payers clearinghouses and third party entities by testing claims through the end to end process Many providers are contemplating how they can capitalize on this delay and engage in enhanced testing to enable true transaction evaluation while also conducting deeper analytics Reaching out to third party entities to confirm willingness to continue testing and expanding participa tion may be beneficial to organizations who continue their momentum For providers deep in implementation ICD 10 has shown to be more complex than originally expected and the extended timeline could allow for more thorough testing of processes and technologies The previous timeline had many using a hurried risk based approach that was focused only on the most critical areas What else is necessary Burrill Providers that maintain momentum could be able to achieve goals they previously set but then altered due to time constraints such as the ability to thoroughly practice ICD 10 coding produce usable test data or conduct dual coding for a full nine months to a year prior to implementation Also the art to being ready is having both the people and tools in place to analyze the results Many organizations have yet to take the time to not only identify the resources for this analysis but also deter mine whether performance will align with expectations Armstrong As a part of remediation activities we were helping clients establish baseline metrics to compare performance pre and post go live and monitor trends just as you would with a system implementation These metrics can be put in a dashboard type tool so that vari ances can be easily identified Organizations not currently using such metrics in an easy to track tool can use the additional time as an opportunity to start critical metric monitoring Additionally organizations should consider whether they need to assess vendor contracts and retention incentive programs to determine extension provisions and updates to accommodate the extended timeline How can organizations leverage what they have already accomplished Burrill We re already starting to see clients revise timelines to refocus training programs on documenta tion improvement regardless of the code set Accurate documentation has always been important but has never been an easy task for physicians and other clinicians There are advantages organizations can gain in taking the results of native coding outcomes and early training findings and incorporating them into a more advanced clinical documentation program Armstrong The timeline extension may enable organizations to better advance their efforts in blending Meaningful Use with ICD 10 clinical documentation Taking this extra time to link documentation requirements to order sets smart templates and documentation tools could give organizations a way to leverage existing training materials and retain knowledge Additionally the extension may allow more time for providers to actually realize benefits of CAC computer assisted coding a technology that was perhaps not an option with the original deadline What are some considerations that organizations were not yet focusing on but they should now Armstrong Many organizations have spent a lot of time in the planning process and haven t thought about Once I go live I don t want to eliminate the resources I just garnered It s important to consider how to best use these resources both with the delay and after the new ICD 10 compliance date When the delay occurred many organizations were just beginning to consider an organizational go live command center focused on system issues denials coding questions and underpay ment analysis It could be beneficial for example to have team members who can provide just in time education when coders are struggling with code selection or docu mentation issues Additionally the results of early adop tion indicated that expanding ICD 10 practice time can dramatically impact productivity and code accuracy and minimize payment variances Taking the time to deep dive into the more detailed data reporting and analytics could give organizations a chance to garner expertise they may not have had as of the previous deadline Burrill All in all it isn t likely that this is a gloom and doom scenario In many respects it s the beginning of the next phase We ve all worked very hard to get to this point The healthcare industry now needs to understand the value that can be captured The industry could be much better served with all of this new information We re likely to have a better understanding of how to deliver better care even though we could have some challenges that go along with having something that is more robust and stronger We might also look back at this five years from now and say Yes it was lot of hard work but we got through it and look at the better system we have today For more information visit resources for healthcare providers Content for this Business Profile is supplied by Deloitte Touche LLP 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 Thursday May 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

    Original URL path: http://www.hfma.org/Content.aspx?id=22583 (2016-02-10)
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  • Richard L. Gundling, FHFMA, CMA
    Corporation and served as Controller at the Visiting Nurse Association of Northern Virginia Rick is a Fellow of HFMA a Certified Management Accountant and a member of the Institute of Management Accountants Back to the Healthcare Financial Practices Staff BACK TO PAGINATION As Vice President Healthcare Financial Practices Rick is responsible for overseeing HFMA s technical and content direction leading the organization s Washington DC activities and managing the association s thought leadership efforts Results of HFMA s policy initiatives have been used by hospitals rating agencies regulatory agencies congressional committees accounting standard setting bodies state hospital organizations and other government and industry leaders Rick also serves as staff liaison to the HFMA Principles and Practices Board and has written an extensive number of published articles on broad topics within healthcare finance and the healthcare industry Prior to joining HFMA Rick worked at the National Hospital for Orthopaedics and Rehabilitation in many leadership roles In addition he was Budget and Reimbursement Analyst for Prince William Hospital Corporation and served as Controller at the Visiting Nurse Association of Northern Virginia Rick is a Fellow of HFMA a Certified Management Accountant and a member of the Institute of Management Accountants Back to the Healthcare Financial Practices Staff Please login to add your comments Advertisements 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 fell by

    Original URL path: http://www.hfma.org/Content.aspx?id=28813 (2016-02-10)
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  • Katie Gilfillan, MSW
    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

    Original URL path: http://www.hfma.org/Content.aspx?id=28814 (2016-02-10)
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  • Susan Horras, CPA
    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

    Original URL path: http://www.hfma.org/Content.aspx?id=28811 (2016-02-10)
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