1 / 19

HFMA Utah Chapter

Fall Meeting “Benchmark Comparisons” September 2007. HFMA Utah Chapter. Preview. Definitions Characteristics of participants Comparative Graphs Successes Conclusions Next Steps. Introductions. re|solution Revenue cycle

easter
Télécharger la présentation

HFMA Utah Chapter

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Fall Meeting “Benchmark Comparisons” September 2007 HFMA Utah Chapter

  2. Preview • Definitions • Characteristics of participants • Comparative Graphs • Successes • Conclusions • Next Steps

  3. Introductions • re|solution • Revenue cycle • AR clean up, management training, interim staffing, chargemaster reviews, revenue cycle assessments, payment reviews, APC performance improvement plans and self-pay management plans • Mike Ronning • Vice President, Client Services of re|solution • Over 20 years of administrative, revenue cycle, managed care contracting, and operations experience

  4. Quiz #1 The Acid-Test Ratio is: • The amount of hydrochloric acid needed to burn through to the “real” numbers in your financial statements • The amount of LSD that must be ingested by Finance Committee members before your financial reports start looking good • A stringent test that indicates if your facility has enough short-term assets to cover current liabilities

  5. Definitions, Process, and Benchmarks • Submission of data • Best Practices • HARA and Zimmerman • Peer Groups

  6. Reporting Package Elements • Benchmark Indicator Analysis • Input data sheet – who, what and when • Graph comparing peer group and best practice for six indicators • Opportunity analysis • APC analysis • Group Analysis • Blinded report • Confidentiality • Scrambled A-?

  7. Participants

  8. Gross Days in AR • Measures the general effectiveness of the Business Office in liquidating A/R • Days in DNFB vs. Days in Billed A/R • Gross vs. net • Days in A/R by financial class • Easily manipulated by write-offs • Must be reviewed with other benchmarks • Trend internally and externally • Standard—varies by bed size, geographic region, hospital type, payer mix, etc. • Success stories?

  9. Cost to Collect • Bottom line impact • Opportunity to invest in front end technology • Factors that affect this number in reporting • Admissions, billing and collecting costs • Outside vendors • Cost of technology • Key indicator of business office effectiveness • Standard—$.03 per dollar or less

  10. Bad Debt and Charity Write Offs • Must be considered in light of hospital mission and community expectations • Policies can dictate this number • Patient responsibility impact • Reasons for high number • Local/regional economics • Credit/collections and charity policy • Payer mix • Experience of staff • Technology in the B.O. • Effectiveness of early out and primary bad debt collection agencies • Timely filing issues, lack of pre-registration program, lack of self pay management program. • Standard—will vary from hospital to hospital and geographic region. HARA—5% or less • Successes?

  11. Days in A/R are up, cash is down, and your capital budget was just slashed by 30%, but it could be worse…

  12. AR over 90 days • Key indicator for effective follow up • Is DNFB included in current or 0-30 aging bucket? If so, the percentage of billed A/R greater than 90 days will be understated • Look at makeup • Over 365 • Any Medicare or Medicaid • How much in self pay • Greatest cash acceleration opportunity • Focus on largest dollars per collector (80/20 rule) and quick wins • Standard—no more than 20% of total billed A/R over 90 days. Best practice—15% to 18% • Successes?

  13. DNFB • Another opportunity for cash acceleration • Components—inhouse, suspense, accounts requiring coding beyond suspense days, billing processing • Find the root cause • Potential solutions • Fix the system • Periodic super coders • Monitor top ten • Regular meetings between admissions, medical records and business office • Standard—Six (6) days or less including suspense days • Successs?

  14. Quiz #2 APC stands for: • Another Payment Catastrophe • Almost Paid Correctly • Annual Payment Cut • Ambulatory Payment Classification

  15. Are you getting paid for the services you provide? • APC Medpar analysis • Chargemaster review • ER acuity level and E/M review • Outpatient charge capture review • Reimbursement review • All can improve your bottom line

  16. Next Steps • Review the data at facility • Determine action plan to improve numbers – set goals • Comparison to another facility will be brokered by re|solution • Consider whether you want to attack the opportunities • Individual BIA discussions will be set up as needed

  17. Questions

  18. Mike Ronning 800-355-0410 mike@ereso.com

More Related