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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.
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.
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.
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.
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.
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.
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 www.nuance.com/go/hfmareport.
Publication Date: Sunday, June 01, 2014
In this Business Profile, Shawn Yates, director of healthcare product management at Ontario Systems, discusses the growing challenge of managing self-pay accounts and provides insight on how providers can successfully collect patient payments.
In this business profile, Cathy Smith, leader of the revenue transformation consulting practice at The Claro Group discusses how the organization helps hospitals and medical groups reimagine their revenue cycle.
In this business profile, Deloitte & Touche LLP executives Anne Phelps, principal and U.S. healthcare regulatory leader, and Daniel Esquibel, senior manager, explain ways health systems, health plans, and physician practices can prepare for MACRA.
In this Business Profile, Bruce Haupt, president and CEO of ClearBalance, discusses how a patient loan program can increase patient collections, reduce bad debt, and speed cash flow.
In this Business Profile, Jerry Bruno, principal with Deloitte Consulting LLP, discusses the importance of choosing revenue cycle solutions that help an organization meet the challenges of a quickly evolving healthcare environment.
In this business profile, Lane Jackson, a partner in the Grant Thornton LLP Health Care Advisory Services practice, with extensive experience in overseeing system implementations and revenue cycle reorganizations, discusses best practices for elevating revenue cycle performance during an EMR implementation. Grant Thornton LLP is a sponsor of the Large System Controllers Council Affinity Group.
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.
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.
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.
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.
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.
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 10%, which equated to a $1.3M annualized improvement in patient cash over a six-month period. This case study explains how.
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
Read how Gwinnett Medical Center provides clear connections to financial information, offers multiple payment options for patients, and gives onsite staff the ability to collect payments at multiple points throughout the care process.
Read how Orlando Health was able to perform deeper dives into claims data to help the health system see claim rejections more quickly–even on the front end–and reduce A/R days.
To maintain fiscal fitness and boost patient satisfaction and loyalty, healthcare providers need visibility into when and how much they will be paid–by whom–and the ability to better navigate obstacles to payment. They need payment clarity. This whitepaper illuminates this concept that is winning fans at forward-thinking hospitals.
Financial services staff are always looking for ways to improve the verification, billing and collections processes, and Munson Healthcare is no different. Read about how they streamlined the billing process to produce cleaner bills on the front end and helped financial services staff collect more than $1 million in additional upfront annual revenue in one year.
Effective revenue cycle management can be a challenge for any hospital, but for smaller providers it is even tougher. Read how Wallace Thomson identified unreimbursed procedures, streamlined claims management, and improved its ability to determine charity eligibility.
Before launching an energy-efficiency initiative, it’s important to build a solid business case and understand the funding options and potential incentives that are available. Healthcare leaders should consider taking the steps outlined in the whitepaper to ease the process of gaining approval, piloting, implementing, and supporting sustainability projects. You will find that investing in sustainability and energy efficiency helps hospitals add cash to their bottom line. Discover how hospitals and health systems have various options for funding energy-efficient and renewable-energy initiatives, depending on their current financial structure and strategy.
Health care is a dynamic mergers and acquisitions market with numerous hospitals and health systems contemplating or pursuing formal arrangements with other entities. These relationships often pose a strategic benefit, such as enhancing competencies across the continuum, facilitating economies of scale, or giving the participants a competitive advantage in a crowded market. Underpinning any profitable acquisition is a robust capital planning strategy that ensures an organization reserves sufficient funds and efficiently onboards partners that advance the enterprise mission and values.
The success of healthcare mergers, acquisitions, and other affiliations is predicated in part on available capital, and the need for and sources of funding are considerations present throughout the partnering process, from choosing a partner to evaluating an arrangement’s capital needs to selecting an integration model to finding the right money source to finance the deal. This whitepaper offers several strategies that health system leaders have used to assess and manage capital needs for their growing networks.
Announcements from several commercial payers and the Centers for Medicare and Medicaid Services (CMS) early in 2015 around increased efforts to form value-based contracts with providers seemed to point to an impending rise in risk-based contracting. Rather than wait for disruption from the outside in, health care providers are now making inroads on collaborating with payers on various risk-based contracting models to increase the value of health care from within.
Yuma Regional Medical Center (YRMC) is a not-for-profit hospital serving a population of roughly 200,000 in Yuma and the surrounding communities.
Before becoming a ZirMed client, Yuma was attempting to manually monitor hundreds of thousands of charges which led to significant charge capture leakage. Learn how Yuma & ZirMed worked together to address underlying collections issues at the front end, thus increasing Yuma’s overall bottom line.
Kindred Hospital Rehabilitation Services works with partners to audit the market and the facility’s role in that market to identify opportunities for improvement. This approach leads to successes; Kindred’s clinical rehab and management expertise complements our partners’ strengths. Every facility and challenge is unique, and requires a full objective analysis.
As the critical link between patient care and reimbursement, health information enables more complete and accurate revenue capture. This 5-Minute White Paper Briefing shares how to achieve cost-effective revenue integrity by your optimizing HIM systems.
Speedier cash flow starts with better CDI and coding. This 5-Minute White Paper Briefing explains how providers can improve vital measures of technical and business performance to accelerate cash flow.
Qualified coders are getting harder to come by, and even the most seasoned professional can struggle with the complexity of ICD-10. This 5-Minute White Paper Briefing explains how partnerships can help improve coding and other key RCM operations potentially at a cost savings.
The point of managing your revenue cycle isn’t just to improve revenue and cash flow. It’s to do those things effectively by consistently following best practices— while spending as little time, money, and energy on them as possible.
How Lucile Packard Children’s Hospital Stanford increased payments received within 45 days by 20% and reduced paper submission claims by 70% by using ZirMed solutions.
The reasons claims are denied are so varied that managing denials can feel like chasing a thousand different tails. This situation is not surprising given that a hypothetical denial rate of just 5 percent translates to tens of thousands of denied claims per year for large hospitals—where real‐world denial rates often range from 12 to 22 percent. Read about how predictive modeling can detect meaningful correlations across claims denials data.
Emergency Mobile Health Care (EMHC) was founded to be and remains an exclusively locally owned and operated emergency medical service organization; today EMHC serves a population of more than a million people in and around Memphis, answering 75,000 calls each year.
Since the Physician Quality Reporting Initiative (PQRI) introduction, CMS has paid more than $100 million in bonus payments to participants. However, these bonuses ended in 2015; providers who successfully meet the reporting requirements in 2016 will avoid the 2% negative payment adjustment in 2018, so now is the time to act! Included in this whitepaper are implications of increasing patient responsibility, collections best practices, and collections and internal control solutions.
Getting paid what your physician deserves—that’s the goal of every biller. Yet even for the best billers, achieving that success can be elusive when denials stand in the way of success, presenting challenges at every turn. Denials aren’t going away, but you can learn techniques to manage and even prevent them.Join practice management expert Elizabeth W. Woodcock, MBA, FACMPE, CPC, to: Discover methods to translate denial data into business intelligence to improve your bottom line, determine staff productivity benchmarks for billers, and recognize common mistakes in denial management.
Physician practices must improve organizational efficiency to compete in this era of reduced reimbursement and escalating administrative costs.
Many healthcare organizations are pursuing next-generation health information systems solutions. Learn more about Navigant's work with University of Michigan Health System.
The proper implementation of healthcare information technology systems is crucial to an organization’s financial health.
Converse and network with your peers around vital topics.
Drive down costs while improving quality in a reform environment.
Receive expert insights and how-to action to achieve and maintain peak revenue cycle performance.
Access expert insights on financial forecasting/planning, strategic partnerships, capital allocation, and more.
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