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  • Experts See Rising Demand for Physician Executives
    this article Linda Komnick principal and co practice leader Physician Integration and Leadership Witt Kieffer Oak Brook Ill Peter Angood MD CEO and president American Association for Physician Leadership Tampa Fla Publication Date Monday December 07 2015 BACK TO PAGINATION With the business side of health care becoming increasingly tied to success on the clinical side more organizations are seeking CEO candidates who have an MD as well as an MBA As payment and delivery models transition to value based care the need for medically trained CEOs and other senior executives is becoming more fully recognized Who better to understand quality and patient care than the physician right says Linda Komnick principal and co leader of the physician integration and leadership practice of Oak Brook Ill based recruiting firm Witt Kieffer Seven to 10 years ago Komnick says most searches for physician leaders were for clinical roles such as vice presidents of medical affairs and chairs of departments Now health systems accountable care organizations integrated delivery networks and insurance companies are seeking clinical expertise in candidates for their highest ranking positions All those organizations are looking for physician leaders Komnick says I would say the demand is outpacing supply and I don t think that s going to change anytime soon Komnick says physicians often are the best choices to lead other physicians and organizations They know how to create alignment and drive the delivery of high quality patient centered care she says Demand Outpaces Supply Because of the low supply of physician executive candidates relative to demand Komnick says many organizations are struggling to hire experienced MD MBAs Many of these physicians are looking at three to four different positions at one time she says Despite the urgent need Komnick says the best way to fill physician executive roles is internally through succession Building your own physician leaders through experience education and training produces candidates who already are familiar with the organization s culture I think the most important thing is developing your own talent Komnick says You ve got to have some sort of pipeline It s so important to start educating and building your own team of healthcare executives focused on the physician leaders We re seeing that now many organizations have leadership academies and other physician executive development initiatives she adds It creates loyalty and commitment by the physician Peter Angood MD CEO and president of the American Association for Physician Leadership says the ability to recruit from within depends largely on the size of the organization and the physician affiliation structure The more integrated physicians are into an organization the better opportunity there is to potentially identify those who could do well in these types of roles he says Larger health systems may also have a greater pool of candidates Physicians who have high emotional intelligence EQ and are adept at building consensus and creating effective teams often make good business leaders Angood says This EQ can be demonstrated through work in areas such as quality safety and patient relations initiatives he says An organization ideally needs to identify early those physicians who have a natural aptitude and then help facilitate a maturation of those aptitudes and skills through training and experience Helping Organizations Perform Better The combination of clinical expertise and experience coupled with strong business acumen appears to be effective for running a healthcare organization according to a study and recent performance data There is a recognition that well educated physicians with leadership and management skills will help organizations perform better Angood says Physician run hospitals perform approximately 25 percent better on quality scores compared with hospitals run by nonphysician executives according to a 2011 study of top performing U S hospitals by Amanda Goodall PhD an associate professor at Cass Business School City University London Goodall s research focused on performance in three specialties cancer digestive disorders and heart and heart surgery using rankings from U S News World Report s Best Hospitals 2009 In an article published in 2013 subsequent to her initial research Goodall points out that the U S News World Report rankings also include an Honor Roll of hospitals that consistently outperform other hospitals in at least six quality measures Goodall found that the CEOs of these hospitals are more likely to be medically trained physicians and the trend has been evident since at least 2009 when Goodall s data were collected Additionally Angood points to Centers for Medicare Medicaid Services data on Pioneer accountable care organizations ACOs which show that physician led ACOs generally perform well in quality and financial outcomes A 2014 study published in Health Affairs found that 51 percent of ACOs were led by physicians and another 33 percent were run jointly by physicians and hospitals A majority of the governing board was comprised of physicians in 78 percent of ACOs The authors contend that physician involvement with ACOs will influence how effective the organizations are in improving quality and reducing costs Although many ACOs are physician driven only about 5 percent of hospitals are led by physicians according to the American Hospital Association However Angood says that figure will surely rise as more healthcare organizations realize the advantages of placing physicians in leadership roles There is clearly an increased demand for physicians to be in leadership roles in the C suite and numerous health systems are actively seeking physicians to be their CEOs Angood says A lot of it has to do with that strong comprehension of clinical delivery and good strong business acumen and how you marry those two together he says That s an added advantage that the nonclinical leaders don t have Read more Previous Physician Business Adviser articles on physician hiring trends include a look at the increasing prevalence of employed physicians and an examination of labor shortages salaries and turnover Karen Wagner is a freelance healthcare writer based in Forest Lake Ill and a member of HFMA s First Illinois chapter Interviewed for this article Linda Komnick principal

    Original URL path: http://www.hfma.org/Content.aspx?id=44345 (2016-02-10)
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  • How to Lighten Physicians' Administrative Load
    credentialing forms based on the provider s documentation and on electronically available statistics But there has to be active dialogue between the two sides about changes in work flow Turney says Because what may look really good from an administrator s perspective may actually disrupt patient flow from the physician s perspective An example is the increasing use of voice recognition software by physicians to dictate an investment many healthcare systems are making What appears to be operational efficiency with dictation closer to the point of care actually increases the administrative burden with physicians serving as their own transcriptionists rather than seeing patients while being counterproductive financially Turney says The shift to accountable care has helped by moving services to less acute settings where the physician need not be involved in as much documentation Turney says If a patient is on anticoagulation therapy which requires close monitoring someone in home health can draw that patient s blood and take it to the lab she says The nurse or medical assistant working under physician developed protocols can review the results and then just share with the physician what he or she needs to make a decision Is this the best medication Do we need to change the dose How should we follow up with that patient This uses each person s time most effectively Spectrum Health Medical Group in western Michigan is working on building advanced medical home care teams in each of its 63 primary care practice sites to relieve providers of work that others can do and to improve the patient experience says Philip Henderson MD division chief primary care Spectrum Health has embedded pharmacists in its primary care offices to provide services such as medication reconciliation and follow up visits with patients diagnosed with diabetes hypertension and other chronic illnesses The teams also include behavioral health professionals care managers PAs and NPs and medical assistants Many states recently have either expanded the scope of practice for certain advanced practice providers or changed supervisory requirements says Hartley which may allow PAs and NPs to work more independently Practices need to ask Are our advanced practice providers working to the full scope of their licensure EHR Optimization Given the large investment most groups have made in their electronic health record EHR Hartley says performing periodic reviews is vital to make sure processes keep up with system upgrades and care expansion It s not just hospitals and clinics today Hartley says Can you connect electronically with subacute care or rehabilitative aftercare facilities Can you make the transfer of information easier A lot of times groups get used to a set of procedures but the technology is moving so quickly that it could do even more for them but they need to make sure their changes are HIPAA compliant When physicians say they do not understand why they need to fill out certain fields or where a form goes once they are done with it a Lean event or other process improvement activity may be warranted to identify non value added work that can be eliminated or done by someone else For example says Hartley if the drug formularies in the EHR are not updated as insurance plans make changes providers may need to use workarounds after the fact Realizing that much of the frustration with the EHR stems from a lack of understanding Spectrum has hired a number of tech savvy providers as part of its EHR optimization team to train its physicians Henderson says They re right at the person s elbow so they can see the work flow up close and show that person a better faster way to do something rather than having the physician have to take time out of their day to experiment he says Cutting Down on Provider Keystrokes A time saving strategy used by a number of the Spectrum group s specialists is the scribe system which Henderson says is almost like having a transcriptionist in the room The scribe who has medical training and knows medical terminology e g a medical assistant or an athletic trainer types the conversation between physician and patient as it happens There is of course a cost benefit ratio to consider Henderson says How many extra patients do you need to see a day to offset that cost You also have to take into account professional satisfaction and physician burnout because the cost of hiring new providers is exceedingly high and documenting visits takes up the majority of their time he says Another Spectrum strategy is standard work which refers to standardizing a process so that support staff do as much as they possibly can within their licensure without wasteful variation An example is setting up ambulatory patients in rooms Our medical assistants have a set protocol for rooming patients so that when the physician gets there he or she knows all the boxes have been checked medication past medical history vitals and can focus exclusively on face to face patient care Henderson says We ve also embedded the standard work process of a patient visit into the work flow of our EHR which makes it more intuitive for providers and thus allows them to spend more time interacting with the patient instead of the screen This makes for a better patient experience Just Part of the Job For Henderson the fundamental solution is conceptual rather than technological or process oriented substituting the word expectation for burden When we hire providers we make sure to tell them that these duties are part of the expectations of your employment he says As we get away from paying per widget it gets much easier to say Part of your salary includes this type of work It becomes much more rewarding when instead of one more thing you re not going to get paid for it s seen as part of your job Lauren Phillips is president of Phillips Medical Writers Ltd in Bellingham Wash Interviewed for this article Wayne Hartley vice president AMGA Consulting Services Alexandria Va Susan Turney CEO Marshfield Clinic Health System Marshfield Wis Philip Henderson MD division chief primary care Spectrum Health Medical Group Grand Rapids Mich Publication Date Monday December 07 2015 BACK TO PAGINATION With physicians spending 20 percent of their time on nonclinical paperwork the need to improve efficiency is becoming more acute Payer audits disability forms quality reporting DME forms certification transfer forms compliance preferred supplier lists the complete revenue cycle According to the 2014 edition of the Physicians Foundation s biennial survey physicians spend 20 percent of their time 10 58 hours a week on nonclinical paperwork Contrary to popular assumptions and despite the additional infrastructure available in health systems employed physicians spend 7 9 percent more time than practice owners perhaps because the former have more organizational paperwork pertaining to reimbursement legal compliance and performance improvement Interestingly in light of the trend toward financial risk sharing a survey published in 2014 in the International Journal of Health Services showed that physicians in large practices and those with financial incentives to focus on appropriateness of care spend more time on administration Five to 10 years ago says Wayne Hartley vice president AMGA Consulting Services many physicians in the clinic setting were expected to put in four or four and a half days of clinical time with administrative time built into each week Over the years we ve seen a decline in the amount of time available for that administrative work because of the push to improve access and the economic imperatives of practice today he says So I do think we re seeing an increase in the total work week What can practices to do alleviate some of the administrative burden Provider Support What we want is for the people who take care of patients the physicians and other providers to be able to do that and for the people who are behind the scenes to do what they do best says Susan Turney MD CEO Marshfield Clinic Health System headquartered in Marshfield Wis The idea is to separate the providers from financial and other administrative tasks that involve nonclinical judgment and also to cut down on clinical paperwork For example the administrative burden on physicians can be reduced by having staff manage and complete many of the insurance and credentialing forms based on the provider s documentation and on electronically available statistics But there has to be active dialogue between the two sides about changes in work flow Turney says Because what may look really good from an administrator s perspective may actually disrupt patient flow from the physician s perspective An example is the increasing use of voice recognition software by physicians to dictate an investment many healthcare systems are making What appears to be operational efficiency with dictation closer to the point of care actually increases the administrative burden with physicians serving as their own transcriptionists rather than seeing patients while being counterproductive financially Turney says The shift to accountable care has helped by moving services to less acute settings where the physician need not be involved in as much documentation Turney says If a patient is on anticoagulation therapy which requires close monitoring someone in home health can draw that patient s blood and take it to the lab she says The nurse or medical assistant working under physician developed protocols can review the results and then just share with the physician what he or she needs to make a decision Is this the best medication Do we need to change the dose How should we follow up with that patient This uses each person s time most effectively Spectrum Health Medical Group in western Michigan is working on building advanced medical home care teams in each of its 63 primary care practice sites to relieve providers of work that others can do and to improve the patient experience says Philip Henderson MD division chief primary care Spectrum Health has embedded pharmacists in its primary care offices to provide services such as medication reconciliation and follow up visits with patients diagnosed with diabetes hypertension and other chronic illnesses The teams also include behavioral health professionals care managers PAs and NPs and medical assistants Many states recently have either expanded the scope of practice for certain advanced practice providers or changed supervisory requirements says Hartley which may allow PAs and NPs to work more independently Practices need to ask Are our advanced practice providers working to the full scope of their licensure EHR Optimization Given the large investment most groups have made in their electronic health record EHR Hartley says performing periodic reviews is vital to make sure processes keep up with system upgrades and care expansion It s not just hospitals and clinics today Hartley says Can you connect electronically with subacute care or rehabilitative aftercare facilities Can you make the transfer of information easier A lot of times groups get used to a set of procedures but the technology is moving so quickly that it could do even more for them but they need to make sure their changes are HIPAA compliant When physicians say they do not understand why they need to fill out certain fields or where a form goes once they are done with it a Lean event or other process improvement activity may be warranted to identify non value added work that can be eliminated or done by someone else For example says Hartley if the drug formularies in the EHR are not updated as insurance plans make changes providers may need to use workarounds after the fact Realizing that much of the frustration with the EHR stems from a lack of understanding Spectrum has hired a number of tech savvy providers as part of its EHR optimization team to train its physicians Henderson says They re right at the person s elbow so they can see the work flow up close and show that person a better faster way to do something rather than having the physician have to take time out of their day to experiment he says Cutting Down on Provider Keystrokes A time saving strategy used by a number of the Spectrum group s specialists is the scribe system which Henderson says is almost like having a transcriptionist in the room The scribe who has medical training and knows medical terminology e g a medical assistant or an athletic trainer types the conversation between physician and patient as it happens There is of course a cost benefit ratio to consider Henderson says How many extra patients do you need to see a day to offset that cost You also have to take into account professional satisfaction and physician burnout because the cost of hiring new providers is exceedingly high and documenting visits takes up the majority of their time he says Another Spectrum strategy is standard work which refers to standardizing a process so that support staff do as much as they possibly can within their licensure without wasteful variation An example is setting up ambulatory patients in rooms Our medical assistants have a set protocol for rooming patients so that when the physician gets there he or she knows all the boxes have been checked medication past medical history vitals and can focus exclusively on face to face patient care Henderson says We ve also embedded the standard work process of a patient visit into the work flow of our EHR which makes it more intuitive for providers and thus allows them to spend more time interacting with the patient instead of the screen This makes for a better patient experience Just Part of the Job For Henderson the fundamental solution is conceptual rather than technological or process oriented substituting the word expectation for burden When we hire providers we make sure to tell them that these duties are part of the expectations of your employment he says As we get away from paying per widget it gets much easier to say Part of your salary includes this type of work It becomes much more rewarding when instead of one more thing you re not going to get paid for it s seen as part of your job Lauren Phillips is president of Phillips Medical Writers Ltd in Bellingham Wash Interviewed for this article Wayne Hartley vice president AMGA Consulting Services Alexandria Va Susan Turney CEO Marshfield Clinic Health System Marshfield Wis Philip Henderson MD division chief primary care Spectrum Health Medical Group Grand Rapids Mich Publication Date Monday December 07 2015 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

    Original URL path: http://www.hfma.org/Content.aspx?id=44356 (2016-02-10)
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  • Video: Overcoming Barriers to Physician-Hospital Collaboration | HFMA
    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

    Original URL path: http://www.hfma.org/Content.aspx?id=43396 (2016-02-10)
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  • Blog: Eliminating Falls with Injury
    data driven approach to measuring and analyzing the contributing factors to falls and falls with injury Suggestions for engaging stakeholders a robust data collection form techniques for training data collectors and performing data analysis and targeted solutions are available in the TST for anyone who is on the high reliability journey in health care a nd is striving to ensure no harm is ever done to patients Erin S DuPree MD FACOS is chief medical officer and vice president Joint Commission Center for Transforming Healthcare Publication Date Monday November 09 2015 BACK TO PAGINATION Falls that result in injury continue to occur in healthcare facilities leading to increased costs and lengths of stay Some say falls are inevitable Is that so Or is zero possible You might think falls occur mainly among elderly and frail patients with risk factors In fact any patient of any age or physical status can be at risk due to physiological changes arising from a medical condition medications surgery procedures or diagnostic testing that can leave them weakened or confused According to a recent Sentinel Event Alert put out by The Joint Commission hundreds of thousands of patients fall every year in hospitals with 30 to 50 percent of falls resulting in injury Injured patients require additional treatment and sometimes prolonged hospital stays In one study a fall with injury added an average of 6 3 days to a hospital stay The average cost to the hospital for a fall with injury is about 14 000 and can significantly increase for falls with serious injury which are consistently among the top 10 events voluntarily reported to The Joint Commission s Sentinel Event database There have been 465 reports to the Sentinel Event database of falls with injuries since 2009 with the majority occurring in hospitals Approximately 63 percent of these falls resulted in death while the remaining patients sustained injuries according to the Sentinel Event Alert Simply put patient falls are a prevalent and costly problem for healthcare facilities Despite a sizable body of literature on ways to prevent falls the problem persists Preventing falls is a chronic complex problem in health care that a simple checklist or best practice bundle will not fix Increased vigilance on the part of healthcare workers doesn t seem to help A Comprehensive Solution The Joint Commission Center for Transforming Healthcare has been tackling chronic complex patient safety issues in health care that contribute to ongoing harm and unnecessary costs The Center convened teams from leading hospitals and health systems and used a method called Robust Process Improvement RPI to address these issues including preventing falls with injury Generally taken for granted in other business sectors solid approaches to performance improvement often are lacking in health care RPI includes lean six sigma and change management methodologies and tools In the work of preventing falls with injury the teams had leadership commitment developed a robust measurement system and engaged stakeholders across organizational silos to understand the key contributing factors in their specific unit or hospital They discovered the contributing factors varied by location They then conducted a data driven analysis of the factors which led to the development of solutions targeted to their unique environment Implementation of those solutions led to dramatic improvements and sustainability Some of the organizations started to see zero harm to patients over time The approach is available in the Preventing Falls Targeted Solutions Tool TST an online application that guides an organization through a robust falls project by Measuring the current state Analyzing and discovering causes Implementing targeted solutions Sustaining and spreading improvements Hospitals that contributed to the development of the TST reduced patient fall rates by 35 percent and falls with injury rates by 62 percent These results translate into a cost avoidance of approximately 1 million for a 200 bed hospital and 1 9 million for a 400 bed hospital Most organizations have ongoing committees and workgroups that focus on preventing falls with injury often led by nursing colleagues Organizations that collaborated with the Center discovered the solutions they had tried previously had not been implemented effectively For instance one organization discovered it had not one but three different falls risk assessments in place Another organization discovered that new nurses were not using the assessment correctly education and training on performing the assessment had not been incorporated into orientation Does your organization have a systematic data driven approach to measuring and analyzing the contributing factors to falls and falls with injury Suggestions for engaging stakeholders a robust data collection form techniques for training data collectors and performing data analysis and targeted solutions are available in the TST for anyone who is on the high reliability journey in health care a nd is striving to ensure no harm is ever done to patients Erin S DuPree MD FACOS is chief medical officer and vice president Joint Commission Center for Transforming Healthcare Publication Date Monday November 09 2015 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

    Original URL path: http://www.hfma.org/Content.aspx?id=43360 (2016-02-10)
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  • Conversing with Patients About the Cost of Care | HFMA
    make the cost related information that both patients and physicians need more readily available But Ubel acknowledges That is down the road Lisa Zamosky is a healthcare journalist specializing in health and finance concerns health insurance healthcare policy and the Affordable Care Act Interviewed for this article Ronan Kelly MD assistant professor of oncology Johns Hopkins Sidney Kimmel Comprehensive Cancer Center Baltimore Minal R Patel PhD MPH assistant professor University of Michigan School of Public Health Ann Arbor Mich Rivka Friedman practice manager Medical Group Strategy Council Advisory Board Peter Ubel MD associate director health sector management Fuqua School of Business Duke University Publication Date Monday November 09 2015 BACK TO PAGINATION In an era of increasing deductibles and other out of pocket costs physicians should be prepared to engage patients about financial issues Patients growing concern about the cost of medical care no longer is breaking news Patients want to know how much their treatment is likely to cost and increasingly they expect their doctors to have the answer Historically patients weren t as interested as they are now because through medical insurance they were very often protected from the cost of treatment says Ronan Kelly MD assistant professor of oncology at the Johns Hopkins Sidney Kimmel Comprehensive Cancer Center Baltimore The days when insurance paid for the lion s share of medical expenses are over The Kaiser Family Foundation s 2015 Employer Health Benefits Survey found that more than eight in 10 workers in large firms with job based health insurance are covered by plans with a general annual deductible the average amount of which is 1 318 That sum represents a 400 increase since 2010 Among people who buy Silver tier health insurance plans through the Affordable Care Act marketplaces average deductibles are more than 2 900 this year according to an analysis by HealthPocket It s no surprise then that data released this year by the National Health Interview Survey show 18 percent of people under age 65 are in families struggling to pay for health care including more than 36 percent of people with some form of health insurance Hesitant to Talk Money Surveys consistently show that patients want financial information from their physicians but are hesitant to broach the topic More than 50 percent report that cost is an issue for them but they report bringing it up less than half the time says Minal R Patel PhD MPH assistant professor at the University of Michigan School of Public Health Ann Arbor Mich One possible reason is limited time There are a lot of competing demands during the average 15 minute doctor s office visit Patel says Social stigma also plays a role Often the patients with the largest out of pocket costs are those with private health insurance that includes a high deductible The individuals who have those types of plans are in a higher income bracket so there is an expectation to pay but they are burdened with that high out of pocket situation Patel says Patients often are embarrassed to talk about financial strain Finally Patel says patients often believe there is no point in discussing the high cost of care because nothing can be done about it Differing Perspectives Kelly is the lead author of a study recently published in the Journal of Oncology Practice that assesses the perceptions of patients and oncologists about cost of care discussions Oncologists were asked to show patients with cancer the costs associated with their various treatment options Out of the 18 oncologists only five felt somewhat comfortable discussing cost and only one regularly asked patients about cost Kelly says So the take home is that doctors really don t feel comfortable discussing cost The study also found that patients see the issue differently from their physicians When asked before an office visit whether they would be interested in talking about the cost of care with their oncologist 80 percent of patients said they would yet 72 percent said they had never had such discussions Why do physicians avoid the money talk Rivka Friedman practice manager with the Advisory Board s Medical Group Strategy Council says one reason may be that physicians often don t have the information patients are seeking Without all the answers some physicians might rather offer none at all Patients want something physicians don t have a comprehensive answer so physicians don t offer any information Friedman says Offering Help There is growing recognition that financial burden can have a negative impact on a patient s health and that physicians and their staff can help relieve that burden For the same reason that oncologists will always make sure to discuss chemo side effects with patients they should also think of the cost of care as another thing to discuss because cost of care can have a bigger impact on patient quality of life than more traditional side effects says Peter Ubel MD associate director health sector management Fuqua School of Business Duke University In fact a recent report by Families USA a healthcare advocacy organization found that one in four adults with non group insurance policies last year went without needed medical care because they could not afford tests treatments follow up care or prescription drugs There are no easy solutions but there are ways for physicians to help To start Ubel says simply begin the conversation Don t wait for the patient to bring it up he says And don t miss when your patients do bring it up If your patient comments on their insurance coverage not being as great as they thought or the treatment intervention or testing is more expensive than they thought that might be their way of asking for help If the cost of medication is a concern the physician could write two prescriptions and explain to the patient that if he or she finds the first drug to be too expensive at the pharmacy the second one is a viable alternative So you

    Original URL path: http://www.hfma.org/Content.aspx?id=43359 (2016-02-10)
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  • How to Turn Physicians into Patient Satisfaction Champions
    this training former residents started coming back to me and saying You know I couldn t figure out why we were doing this until I got out into a fellowship program and had to work with other faculty Now I understand how valuable emotional intelligence training is Related Articles Fueling Staff Energy May Increase Productivity and Engagement Measuring and Boosting Employee Engagement Robert Fojut is a freelance writer based in Wisconsin Quoted in this article James W Dugan PhD is director of counseling and support services Kansas City University of Medicine and Biosciences Kansas City Mo Comments Please login to add your comments Add Comment Text Only 2000 character limit 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

    Original URL path: http://www.hfma.org/Leadership/E-Bulletins/2015/September/How_to_Turn_Physicians_into_Patient_Satisfaction_Champions/ (2016-02-10)
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  • How Virtual Visits Can Enhance Patient Engagement | HFMA
    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

    Original URL path: http://www.hfma.org/Content.aspx?id=42347 (2016-02-10)
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  • National Payment Innovation Summit
    is responsible for the state s high risk pool pharmacy assistance program e Health strategy as well as its multi payer payment and delivery system reform initiative Gordon has over 18 years experience in public health care finance and management Prior to beginning his term in 2006 he held key executive management positions including Director of Managed Care Programs and Chief Financial Officer Under Gordon s leadership the TennCare program has maintained the lowest cost trend in its history made significant improvements in a substantial number of quality measures and has been nationally recognized for innovations in managed care and payment and delivery system reform Gordon s contributions have extended beyond Tennessee He has been involved in health care policy nationally through consultations with states in his leadership role in the National Association of Medicaid Directors and his involvement in a variety of National Governors Association initiatives and task forces Gordon is also a 2011 Fellow of the Medicaid Leadership Institute and a member of the inaugural class of the Nashville Health Care Council Fellows program Dave Krueger MD Dave Krueger MD is the new executive director of Bellin ThedaCare Healthcare Partners an integrated clinical initiative between Bellin Health ThedaCare and their independent physicians He has been Bellin ThedaCare Healthcare Partners medical director since 2008 and continued that role while taking over the organization s leadership as it moves from a fee for service to value base contracting Dr Krueger was instrumental in developing the group s involvement in the Pioneer Accountable Care Organization ACO Dr Krueger received his bachelor s degree from the University of Chicago and received his medical degree from the University of Chicago Pritzker School of Medicine While attending medical school he completed his master s degree in human biology and medicine Dr Krueger completed his training in emergency medicine and his residency at the University of Michigan He taught for two years at the University of Michigan before joining Fox Valley Emergency Medicine at Theda Clark Medical Center in Neenah in 2003 In 2008 Dr Krueger joined Bellin ThedaCare Healthcare Partners as medical director and has since received his MBA with a concentration in healthcare from the University of Massachusetts Pricing Attend the National Payment Innovation Summit Preconference Program only 495 00 Conference only Early Bird through January 6 2016 1095 00 Conference only after January 6 2016 1295 00 Full Conference Preconference Conference Early Bird through January 6 2016 1590 00 Full Conference Preconference Conference after January 6 2016 1790 00 Register for the National Payment Innovation Summit as a virtual attendee and obtain access to the same great content that in person attendees receive Virtual Attendance Early Bird through January 6 2016 735 00 Virtual Attendance after January 6 2016 970 00 Hotel The Peabody Memphis 149 Union Avenue Memphis TN 38103 Rate 209 S D occupancy plus tax and 11 95 night Hotel service Fee Cut Off Date 1 17 2016 Reservations 1 800 PEABODY and ask for the Healthcare Financial Management Association Rate Level sponsorships are available Some of the sponsor benefits may include Tabletop space in exhibit area Pre Post Attendee List Conference registration badges Feature Sponsor Recognition Advertising in hfm Logo Recognition For more information on sponsorship levels and the benefits of being an event sponsor please contact Bill Casey at bcasey hfma org or 708 492 3392 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

    Original URL path: http://www.hfma.org/Templates/Seminar.aspx?id=42633 (2016-02-10)
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