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A multi-pronged approach allowed Aspen Valley Hospital, a 25-bed critical access hospital with two outpatient locations, to more than double its front-desk collections over a six-year period. Building on that success, the hospital introduced technology that increased overall collections by 140 percent and online collections by 33 percent between 2007 and 2013.
Younger money is better money,” says Debby Essex, Aspen Valley’s director of admissions. She attributes Aspen Valley’s success to the organization’s commitment to three goals: encourage patients to make point-of-service payments, reward staff for collecting money, and help patients understand their financial obligations before services are performed.
During ski season, Aspen Valley operates an urgent care clinic in Snowmass Village to serve skiers and other tourists visiting the community. Historically, the hospital’s slow credit card-reading technology and the ability to accept payments in just a few locations discouraged patients from paying at the time of service.
In addition, collecting from tourists after discharge often proved difficult. “When you have patients coming from Australia, Brazil, South America, England and other places, it makes it cumbersome to try to collect,” Essex says.
Aspen Valley took two steps to encourage immediate payment. The organization installed payment card devices on all computers, and it introduced a 20 percent prompt-pay discount on the self-pay responsibility for patients who pay their bills in full at the time of service.
Lesson learned: Both patient-friendly strategies encourage patients to pay upfront. “If somebody saw us fumbling around, they would say, ‘Just forget it. Send me a bill,’” Essex says. “But if it is clear that I know the amount that you owe, I’m ready for your card, and I’m offering you 20 percent off, patients are going to take advantage of that because it is easy.”
Aspen Valley leaders also wanted to improve collection practices at the hospital. Like their peers at many other hospitals, Aspen Valley’s front-desk staff were initially reluctant to ask patients for money when they came for their appointments. A financial incentive program that encourages staff members to work together to increase collections changed that.
Everyone in the department shares a financial bonus if the staff as a whole meets or exceeds the quarterly goal, which is set by Aspen Valley’s director admissions (Debby Essex) and CFO Terry Collins. Essex’s department includes schedulers, precertification staff, admissions staff, and billing staff. Everyone who works on patient accounts is eligible for a bonus, and the staff compete with each other to see who can collect the most.
Essex circulates a daily report that shows how much each staff person collected on the previous day and their month-to-date collection totals. That report, which also goes to the CFO, creates peer pressure that encourages good performance.
“The front desk can’t collect unless the scheduler schedules the appointment, and the front desk can’t collect unless the precertification staff has calculated the estimate of the patient charges,” she says. “So if the front desk isn’t collecting money, the scheduler will say, ‘I set up that account. What happened?’ And then the precertification person will say, ‘I notated the $100 the patient will owe. Why didn’t you collect it?’”
A quarterly 5 percent bonus is distributed among all department members based on the number of hours they worked during the quarter.
The result: Upfront collections increased 140 percent between 2007 and 2013.
Lesson learned: Initially, Essex reported the total collections for all front-desk staff as a group, which gave poor performers room to hide. “I had one or two people who weren’t talking to patients about their bills or collecting,” she says. “So I decided that everybody should know where everybody else is every day.”
Not surprisingly, patients were taken aback when hospital staff first started asking them for money at the point of service. In team meetings, staff members reported the pushback: Patients said they had previously not been asked for money from the hospital or that another member of the registration team never asked for money.
“So I said, ‘Every one of you has to ask every person every time—or at least talk about the money involved with their account—because we have to create an expectation that we’re going to talk about money,” Essex says. “Even if we are not expecting to collect anything, we can say, ‘We ran the benefits on your account. Your procedure should be covered 100 percent. It doesn’t look like you owe anything today.’”
The day-of-service conversations go the smoothest when patients have been notified about their financial responsibilities before they arrive, Essex says. A financial counselor calls each patient several days before a scheduled service. “We say, ‘We have contacted your insurance company, and I was able to get your benefits. Because your benefits are X, Y, and Z, we are expecting your self-pay portion next Tuesday to be $500,’” Essex says.
Lesson learned: It didn’t take long for the financial incentive—and the friendly competition within the hospital—to influence staff attitudes. Registration staff started telling patients about the competition and asking for their help in “winning.” Essex hears people in the community say things like, “When I come in, I’m going to pay ‘Jane’,” or “I forgot my wallet but I’m going to call ‘Jane’ with my credit card because she’s trying to make her goal.”
“Once we made it fun, everybody kind of got into it,” she says. “Now our hospital employees who owe money tend to pay the front desk right away because they want someone to get credit for it.”
Aspen Valley uses a payment mobile app designed specifically for health care that allows quick and secure patient collections throughout the hospital using an iPad. The mobile cart used for bedside registration in the emergency department (ED) includes a card-swiper. ““We develop an estimate the same way we would have done if the patient was scheduled,” Essex says. “Then the registration staff member shows the patient the bill, swipes the card, and emails the receipt,” Essex says.
If patients are admitted to the hospital without an opportunity to pay upfront—for example, a person who is injured and goes directly to surgery—hospital staff use an iPad to facilitate credit card payments at the bedside as part of the discharge process. Until the mobile app was available, hospital staff members were hesitant to ask patients for payment at discharge because it required them to take a credit card from the inpatient room to the registration office for processing.
Lesson learned: “We try to make sure patients understand their benefits,” Essex says. “For example, staff members say, ‘Because you were an inpatient, this is what your insurance is telling us. You have a $5,000 deductible and 20 percent coinsurance and that equals this dollar amount. If you’d like to pay today, we can offer you a 20 percent discount. If you want to set up a payment plan, we don’t offer the 20 percent, but we can set that up for you right now. That way, when you go home you don’t have to think about any of this again.’”
For patients who do not pay their bills at the time of service, Aspen Valley seeks to make post-discharge payment as convenient as possible. The hospital embedded a patient portal on its website in 2010 and saw online payments take off. From 2011 to 2013, the online hospital collections increased 33 percent.
When patients are discharged from the ED or the after-hours clinic, they receive a “billing roadmap” that illustrates the billing process and informs patients why they will receive multiple bills—for example, radiology reads are billed separately—for the care they received. The roadmap document gives information about how to pay online or contact the hospital billing department by phone or email.
Access related tool: Aspen’s Billing Roadmap
“We try to include every possible way to communicate with us on one piece of paper. We often don’t know whether our patients (many who are tourists to the area) will be leaving, so we want to make it easy for them to reach us in whatever way works for them,” Essex says.
Lesson learned: Aspen Valley’s roadmaps include photographs, phone numbers, and email addresses for three financial counselors with the message, “We understand hospital bills can be confusing. If you have questions, please don’t hesitate to contact us.” While that reinforces the hospital’s patient-friendly approach, Essex will avoid using individual staff member names on future printings. When staff members change, the contact information is no longer appropriate, which can be confusing.
As hospitals seek to increase point-of-service collections, they must use new processes and protocols to support that priority, Essex says.
“The key for us was the CFO’s buy-in to start a bonus program and the recognition that front-end collections really make a difference,” she says. “The other key is technology that is easy to use. It has to be easy for staff to collect.”
Lola Butcher is a freelance writer and editor based in Missouri.
Interviewed for this article:
Debby Essex is director of admissions at Aspen Valley Hospital, Aspen, Colo., and a member of HFMA’s Colorado Chapter.
Publication Date: Tuesday, July 15, 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.
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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.
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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.
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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.
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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.
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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.
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.
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