Patient reimbursements will comprise an increasingly higher percentage of overall revenues. This introduces obvious uncertainty and risk into the revenue cycle. It also creates an opportunity for healthcare providers and payers to collaborate in a way that makes the process as painless and satisfactory as possible for patients -- who, in the end, are the No. 1 thing that providers and payers have in common. This video, filmed at the San Francisco Healthcare Finance Symposium, contains tips for...
Historically, Ohio Health, an 11-hospital system with 136,000 admissions and 2.7 million outpatient visits each year, did not collect account balances from patients. In response to industry changes, hospital leadership set goals to address the financial challenges associated with growing patient responsibility and increasing Medicaid volume.
Timely and efficient processing of claims for California's publicly funded Medicaid program, Medi-Cal, can be a challenge for many healthcare providers. This paper outlines five steps that providers can adopt to help speed reimbursement, improve claims management, and boost overall revenue cycle performance.
Recorded session from HFMA ANI 2015. Jane Berkebile, OhioHealth; Patrick McDermott, Presence Health; Timothy Kinney, McKinnis Consulting Services; James McHugh, McKinnis Consulting provide an action plan designed to maintain peak revenue cycle performance before, during, and after an EHR implementation.
Recorded session from HFMA ANI 2015. Bridget Walters and Cyndra Alderman of Orlando Health discuss how Orlando Health reduced denials at a value of more than $3 million and increased recovered revenue to an average of $7 to 8 million per month.
Recorded session at HFMA ANI 2015. Diane Watkins, VP of Revenue Cycle at Saint Luke's Health System, presents Saint Luke's processes and technologies for complying with financial assistance and billing requirements under Section 501(r) final regulations and for improving price transparency.
Calvert Memorial Hospital's A/R days were hovering around 47 and its desire to reduce A/R days prompted the hospital to adopt new registration accuracy and patient wait time monitoring technology. Their efforts paid off and resulted in a decrease in A/R days to 38, with a net of 34, and increased upfront collections by 5%.