Cleveland Clinic leaders had discussed the need to do something about enterprise risk management (ERM) for years, said Charles Kolodkin, JD, executive director of enterprise risk and insurance for the health system. But the physician-driven organization did not amass the momentum necessary to launch a formal ERM process until the Great Recession hit.Seeing this as a wake-up call, Cleveland Clinic’s CFO and chair of the board’s audit committee pushed their fellow executives to adopt a more formal process for identifying and managing strategic, operational, and other types of enterprise risks and opportunities. “Without high-level support, there would not have been as much ‘oomph’ behind this,” said Kolodkin at ANI: HFMA’s Annual National Institute in June.Launched in 2010, Cleveland Clinic's ERM process is helping the health system successfully navigate the changing healthcare environment. The organization completed a full risk management cycle in 2012 and is now working to ensure a continuous and sustainable ERM approach (see the exhibit below).
“ERM has been very successful,” said Kolodkin. “Now that we are anticipating risks, we are no longer constantly defending our brand against unexpected risks. We are doing a better job?for example, before we sign contracts with vendors?at thinking through the ramifications of business opportunities.”
A common concern about ERM is that it can become a worthless exercise (i.e., complete a risk assessment and file the documents away). Another concern is that ERM programs tend to melt away after the initial momentum is lost. To ensure that its ERM process provides value and is sustainable, Cleveland Clinic developed a six-step approach. Establish the ERM structure and provide training. A steering committee was established with representatives from operations, accounting, risk management, legal, internal audit, and continuous improvement, as well as two physician leaders.The steering committee then created work teams of four to eight employees to “do the heavy lifting,” or conduct detailed assessments on specific risks, said Kolodkin. “We tried to create cross-discipline teams with someone from finance, operations, and maybe legal, as well as others who could provide insights into the specific risk being assessed. This way we made sure there was someone on the team with analytical skills, as well as other needed skills.” Each of the work teams has two executive sponsors (one physician leader and one non-physician leader) who serve as a sounding board for the team. Comprehensive training on ERM concepts and techniques was provided to members of the steering committee and all the work teams. “Many of these people, including the physicians involved, were not familiar with ERM. So we spent a lot of time on what we are trying to accomplish, how we define ERM, etc.” Identify risk categories and top risks. The steering committee spent time upfront determining how it wanted to categorize different types of risks to the organization, finally settling on six categories:
“One of things we’ve struggled with is the high value that we place on our brand and our reputation,” said Kolodkin. “We weren’t sure if ‘reputational risk’ should be a separate category of risk. In the end, we decided that reputational risk should transcend everything we do in ERM, versus just being one category of risk. Our reputation touches operations, strategy, etc. We want people to be constantly cognizant of protecting our brand.” Another major step in the ERM process was identifying Cleveland Clinic’s top risks under each of the six risk categories. The health system's consultant started this process by interviewing high-level leaders across the health system about potential threats to the organization’s reputation and livelihood. From these interviews, the consultant came up with a list of more than 100 potential risk areas. The steering committee then narrowed this list down to seven high-priority risks for which to deploy work teams:
Conduct detailed risk analyses. A work team was assigned to each of the seven risks. The teams conducted “deep dive” analyses of each risk. First, sub-risks were identified for each risk. For example, for the risk “mergers and acquisitions consistent with strategy and culture,” the work team identified three sub-risks:
The work teams then conducted detailed risk assessments of each sub-risk, breaking each sub-risk into logical components, gathering needed data and information, and making assessments or judgments. Determine how to mitigate and respond to risks. Kolodkin and two other leaders served as mentors to the teams, helping them sort through the risks and challenging them to consider questions such as the following:
The teams then developed a report to share with senior leaders about each sub-risk, using a template that is integrated with data from Excel files (see the exhibit below). These reports spell out the impact of the risk, planned mitigation activities, and metrics for monitoring each sub-risk. The reports also include a heat map that visually classifies each sub-risk by potential impact and likelihood. In some cases, the mitigation plans simply involved documenting what was already being done. “One of our top risks is clinical quality and safety. But we already had all types of risk indicators and processes in place to track and ensure quality. So for that work team, they mostly just had to document what we were already doing.” Continually monitor and report. The ERM steering committee makes regular reports (typically twice a year) to Cleveland Clinic’s leadership team and the audit committee about all the ERM activities. “Our reports to the board are high-level summaries of our top-risk areas and what we are doing about them,” said Kolodkin. Embed risk management in business. The health system plans to repeat this detailed risk assessment process every few years. “We don’t need to do the 50 interviews with high-level leaders again,” said Kolodkin. “We don’t want to reinvent the wheel. To guide our ERM initiative, we will use some of the work that our internal audit department does as well as the information we gather during various strategic assessments.” In addition, the health system is working to make risk assessment part of every leader’s job. One step is asking all service line and physician group leaders to identify major risks as a part of their quarterly business reviews, said Kolodkin. “We are now trying to challenge them to be prepared to talk about the major risks that are facing their groups and how they are measuring those risks.”
Finding the resources to carry out ERM is a key challenge, said Kolodkin. “We did not create a new department, said Kolodkin. Instead of adding FTEs, Kolodkin borrowed some FTEs (e.g., financial analysts) as needed.While this helped Cleveland Clinic manage costs, it has been a continuous struggle. “It’s a huge thing to manage your personnel. You are asking existing people to do more. So it’s a balancing act. To be successful, you cannot stretch your people too much or they will feel stretched and then they’ll just go through the motions and you won’t get a valuable product.” Another challenge is dealing with constant change. “When our work team was in the middle of assessing our business model, our business model changed. So we have to be continually responsive to changes and conduct new risk assessments when a risk is altered.”
Maggie Van Dyke is HFMA’s managing editor, Leadership, newsletters, and Forums. Quoted in this article: Charles Kolodkin, JD, executive director, enterprise risk and insurance, Cleveland Clinic, Cleveland.
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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.
10 Ways to Reduce Patient Statement Volume (and Reduce Costs)
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.
Reduce Patient Balances Sent to Collection Agencies: Approaching New Problems with New Approaches
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.
The Future of Online Patient Billing Portals
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.
Payment Portals Can Improve Self-Pay Collections and Support Meaningful Use
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.
Large Health System Drives 10% UP (Patient Payments) and 10% DOWN (Billing-related Costs)
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.
ICD-10: Managing Performance
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
Clarity Drives Collections
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.
Orlando Health Gains Insight into Denials, Reduces A/R Days with RelayAnalytics Acuity
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.
Revenue Cycle Payment Clarity
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.
Streamlining the Patient Billing Process
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.
Wallace Thomson Hospital Automates to Maximize Limited Resources
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.
7 Steps for Building and Funding Sustainability Projects
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.
Key Capital Considerations for Mergers and Acquisitions
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Key Capital Considerations for Mergers and Acquisitions
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Trend Watch: Providers adapt as value-based care moves from hype to reality
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 case study
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.
Reforming with a New 50-Bed Acute Care Facility
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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5-Minute Briefing on Accelerating Cash Flow Through HIM WhitePaper Hospitals FS
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5-Minute Briefing on Reducing the Cost of RCM WhitePaper Hospitals FS
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Providers Focus Too Much On Revenue Cycle Management
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Lucille Packard Children’s Hospital Stanford Case Study
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.
Using Predictive Modeling To Detect Meaningful Correlations Across Claims Denials Data
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.
ZOLL and Emergency Mobile Health Care Case Study
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.
Maximizing Medicare Reimbursements White Paper
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.
Denials Deconstructed: Getting Your Claims Paid
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.
Automation and Operational Improvement Drive Sustainable Results
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Many healthcare organizations are pursuing next-generation health information systems solutions. Learn more about Navigant's work with University of Michigan Health System.
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HSG helped the physicians and executives of St. Claire Regional in Morehead, Kentucky, define their shared vision for how the group would evolve over the next decade. As well as, develop the strategic and operational priorities which refocused and accelerated the group’s evolution.
Practice Performance Improvement
The client was a nine-hospital health system with 14 clinics serving communities in a multi-state market with very limited access to care, poor economic conditions, high unemployment, and a heavy Medicare/Medicaid/uninsured payer mix. In most of these communities, the system was the sole source of care.
Though the clinics were of substantial size (they employed 98 physicians) and comprised of multiple specialists, the physicians functioned as individuals and the practices lacked any real group culture.
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Contrary to popular belief, we have clients who have generated substantial shared savings and a significant ROI over time, without massive investments. Yes, some financial capital is required for resources the CIN providers can’t bring to the table themselves. But the size of that investment can be miniscule relative to the value it produces: improved outcomes and documentation for payers.
Adding Value to Physician Compensation
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This report focuses on the three big questions HSG receives about adding value to physician compensation; Why are organizations redesigning their provider compensation plans? What elements and parameters must be part of successful compensation plans? How are organizations implementing compensation changes?
Effective Revenue Cycle Management in Your Network
Revenue Cycle Management has become an even more complex issue with declining reimbursements, implementation of Electronic Health Records, evolving local carrier determinations (LCD), and payer credentialing [The emphasis on healthcare fraud, abuse and compliance has increased the importance of accuracy of data reporting and claims filing).
The efficiency of a medical practice’s billing operations has critical impact on the financial performance. In many cases, patient billings are the primary revenue source that pays staff salaries, provider compensation and overhead operating cost. Inefficiencies or inaccurate billing will contribute to operating losses.
Succeeding in Value-Based Care
This publication identifies and outlines the necessary characteristics of a fully-functioning clinically integrated network (CIN). What it doesn’t do is detail how hospitals and providers can participate in the value-based care environment during the development process.
One common misconception is that the CIN can’t do anything significant until it has obtained the FTC’s “clinically integrated” stamp of approval. While the network must satisfy the FTC’s definition of clinical integration before single signature contracting for FFS rates and contracts can legally start, hospitals and providers can enjoy three key benefits during the development process.
Therapy: Benefits at All Levels of Care
Nearly half of all Medicare beneficiaries treated in the hospital will need post-acute care services after discharge. For these patients, a stay in an inpatient rehabilitation facility, skilled nursing facility or other post-acute care setting comes between hospital and home.
Does Your Budgeting Process Lack Accountability?
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