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Problem: Hospitals in the Greater St. Louis Chapter were beginning to turn to in-house education programs and it was starting to have a negative impact on the chapter's education hours.
Solution: The chapter decided to offer to programs tailored to suit the hospitals' needs.
Strategy: The GSL chapter put together a task force to figure out how they could help hospitals-even if it meant offering training for the entry level all the way up through the C-suite. "We asked a couple of the CFOs and PFS directors to tell us what they needed to be able to educate their staff," says Tracy Packingham, 2011-12 chapter president.
The task force decided that webinars would be a cost-effective way to start, but they wanted live, interactive webinars that would give participants an opportunity to participate in a question-and-answer session at the end.
Initially, the three major systems in the area were reluctant to do combined trainings. GSL didn't want to leave that in the equation when they were deciding whether they would like to participate, so they kept the program within each system so staff didn't have to leave.
The webinar format eliminated the need for the speaker to travel between facilities, so the plan was to get a speaker for the day, then figure how many sessions they could they get in. GSL started with a webinar on time-management that would be beneficial for any level.
To make it easier for each facility, they used either a GSL board member or a chapter member who worked at the facility to set up the room and collect the sign in sheet at the end. Each webinar was an hour, so it was a total time commitment of only an hour and a half. To be able to get in a quick plug for the chapter, they started five minutes before the webcast began. They told them who GSL was, what the chapter was trying to accomplish and what the attendees could get out of HFMA.
The chapter set up the conference rooms, the hospital paid for the connections. Each facility only had one connection, but with 50 people in the room, it was cost effective.
This first step gave the chapter a foot in the door. "We made sure that the webinars were live-not recorded. We broadcast the program twice, all in the same day. Both sessions received exactly the same information, and had time for a question and answer session at the end. Some of our larger facilities actually had 100 attend," says Packingham.
"Last year, we took it to a new level decided to offer a live speaker on site," says Packingham. "We had a speaker come in and do a breakfast session from 7 to 9:30; we followed up with a lunch session at another hospital, and an afternoon session at another."
The meeting notices went to the entire membership; anyone who wanted to attend could come to any of the hospitals. "What we found out," says Packingham, "is that we did have people from other facilities come because it was more about convenience and time. There are hospitals that might be in the system where the meeting was hosted, but the hospital was closer to another system's host facility. It worked out very well and we did notice that the participants did intermingle."
The cost for the live program was a little bit more because the chapter included breakfast or lunch or snacks in the afternoon. It went over well. Packingham says they've gotten more participation from the hospitals in the last year because they were able to tell them, "We are here to help you, you just need to let us know what you need."
The webinars are not just education for staff; GSL is also educating CFOs and managers about the chapter's directive to provide education for HFMA members. "A lot of times the managers and CFOs are members, but they don't fully use their membership," says Packingham. "We need to tap into that group as well. We're telling them this is what we're here for, this is how our chapter is scored and these are the goals that are set for us."
"I think it's enlightening for some of our members," says Packingham, "they just don't know that much about the chapter because they deal with national programs so much that they everything from that perspective. We don't want to take away what they're getting from national programs, but we need to ask ourselves: what else can we do to support them at the chapter level."
GSL built on their new relationship with the CFOs to get more of them involved at the chapter level. "We've done this in the past and it's been successful for a few years, but then it goes by the wayside," says Packingham. GSL put together a financial advisory board and asked CFOs from St. Louis who are chapter members to sit on an advisory board and tell them the topics that would get CFOs to come to an all-day conference.
"We had our first meeting last year with our CFO advisory board and put together a program for finance people on ethics, tax, and other topics that we don't often see on the revenue side," says Packingham. "It went over OK, but the timing was bad."
This year GSL will repeat the program, but instead of using the advisory board's expertise to only select the topics, they are going to try to give them ownership and see if it won't drive a little bit more need.
Consistency is a great way to build education expectations for members. The chapter holds a spring conference in May-a two-and-a-half day meeting with the Show-Me chapter. They hold a multi-chapter meeting in the fall with Heart of America, Show-Me, and Greater St. Louis. They host a legislative day every year in January or February, and they have a full-day CFO meeting. The chapter also does a combined one-day conference with MHEG, IEMA and HIMSS in the fall.
This year the chapter is on schedule to do two webinars a month. Each of Region 8's nine chapters offers one webinar from August through April or May. In addition, GSL and the Southern Illinois Chapter have partnered with the First Illinois Chapter to offer First Illinois' monthly sponsor webinars to their members. First Illinois sets up the webinars using its chapter sponsors and GSL sends out the evaluations.
"If we didn't have the webinars, says Packingham, "we'd be in a world of hurt. We have a hard time getting people out of their offices. Everybody's time is becoming more valuable,"
With a good mix of webinars and on-site programs, the chapter offers plenty entry points for members-and the chapter-to get their education hours.
TriMedx helps health systems control costs and uncover savings opportunities by optimizing the clinical engineering function.
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.
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.
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.
Emad Rizk, MD, president and CEO of Accretive Health, discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management.
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.
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.
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.
Steve Scibetta, senior director of channel sales for Ontario Systems' healthcare product line, shares insights into effectively managing receivables.
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.
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.
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.
Somnia President and CEO Marc Koch, MD, MBA, explains how hospitals can drive transformative change in the perioperative experience for outstanding clinical and financial outcomes.
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
PMMC President Roger L. Shaul discusses the effects of healthcare reform on revenue cycle management and how PMMC's products help clients adapt to a changing financial environment.
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.
Greg Burgess, Founder and Chief Product Officer at Burgess Group shares insights and opportunities for payment integrity in the rapidly changing healthcare IT landscape.
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.
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