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Rcmppt

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  • 1. Revenue Cycle Management Transformation Daniel R. Frietze, Partner 1 © 2011 DIVURGENT. All rights reserved.
  • 2. Company at a Glance• Offices: Virginia Beach, Virginia / Dallas, Texas• Clients include: – Integrated Delivery Networks – Critical Access Hospitals – Physician Offices – Community Hospitals – Group Purchasing Organization’s – Healthcare Vendors• Industry leading advisory board• 100% client satisfaction• Clinical resources (RN, PT, RPh, MD, NP)• Operational roles (CFO, COO, CMIO, CIO, CNO)• Proven methodology – Vendor Selection – Project Management – Meaningful Use Gap Analysis – Clinical Transformation – Change Management – Systems Implementation• Practices: Advisory, Project Management, Revenue Cycle 2 © 2011 DIVURGENT. All rights reserved.
  • 3. Revenue Cycle Management• Billing Process and Workflow Improvements – Front office through collections workflow analysis – Consolidations/centralization of Revenue Cycle functions – Define processes and systems to reduce errors, bill hold days, and claims denials – Define economy of scales within support staff• Patient Access Optimization – Enhancing patient throughout – Workload balancing – Organization and interdepartmental communications• CDM Reviews, Optimization, Compliance – Consolidated CDM charges and benchmarking, CPT, HCPCS, Rev Codes – Department, facility, and organization wide focus – CDM management, optimization, compliance• Industry Knowledge and Expertise • Education • Interim management and support • 5010 & ICD10 Strategy & Implementation 3 © 2011 DIVURGENT. All rights reserved.
  • 4. Typical RCM Key Objectives• Optimize and/or create an effective Centralized Business Office (CBO) – Hospital billing – Physician billing• Enhance and promote consolidated Scheduling and Registration operations – Enterprise Master Patient Index (EMPI) – Standardized patient registration across entities – Standardized scheduling• Achieve a standardized Charge Description Master (CDM) – CDM centrally managed – Allow for variable pricing• Impart Organization Management Structure – Leadership – Support staff 4 © 2011 DIVURGENT. All rights reserved.
  • 5. Additional RCM Objectives• Determination of effective credentialing department – Business operations require close supervision of this department in order to decrease denials due to credentialing and delays in payment• Development of centralized coding department – Accurate and complete coding for all specialties is required to allow for timely processing of payment – The business office should oversee this function• Development of centralized compliance department – The compliance department would be responsible for managed care contract negotiations and correct payment from third party payers – Initiating and achieving billing integrity 5 © 2011 DIVURGENT. All rights reserved.
  • 6. DIVURGENT’s RCM Transformation Approach Assess and Plan for Organizational Change & Readiness RCM Tools Measure and Analyze Meaningful Use Define and Quantify Data for Improvement Opportunities for Opportunities RCM Benefits Realization Mission & Vision 5010 & ICD10 Implement and Adopt Design Integrated New Processes and Processes and Tools Technologies 6 © 2011 DIVURGENT. All rights reserved.
  • 7. DIVURGENT’s RCM Transformation Approach Assess and Plan for Organizational Change & Readiness• Align activities with organization’s Mission, Vision, and Values• Leverage current Governance Structures – Organization level – Project level• Conduct Organizational RCM Assessment – Business Needs Assessment & Strategic Definition – Business Model Assessment – Technology Assessment, Findings, and Recommendations – Current and future performance improvement methods/approach – Fiscal assessment, impacts, and opportunities – RCM Change & Readiness Assessment• Prepare Organizational Change & Readiness Plan to remediate any gaps, align project with organizational and implementation goals, and define the future 7 © 2011 DIVURGENT. All rights reserved.
  • 8. DIVURGENT’s RCM Transformation Approach Define and Quantify Opportunities for Benefits Realization• Define the opportunities for improvement• Define the baseline metrics for the organization• Create measurement process and tools• Establish organizational structure to support change 8 © 2011 DIVURGENT. All rights reserved.
  • 9. DIVURGENT’s RCM Transformation Approach Design Integrated Processes and Technologies• Leverage performance improvement approaches• Workflow analysis and design• Technology design approach plan• Vendor alignment with organization and RCM business models• DIVURGENT’s methodology aligns with and does not replace the implementation approach offered by the RCM vendor(s) 9 © 2011 DIVURGENT. All rights reserved.
  • 10. DIVURGENT’s RCM Transformation Approach Implement and Adopt New Processes and Tools• Activation Plan – Testing plans and tools – Training/Education plans and tools – Activation (Go-Live) support plans, tools, and approaches – Activation resource planning and support – Issues and Risks management• Adoption – Monitoring process and data collection – Status reporting – Remediation planning and deployment – System optimization plans 10 © 2011 DIVURGENT. All rights reserved.
  • 11. DIVURGENT’s RCM Transformation Approach Measure and Analyze Data for Improvement Opportunities• Did the design capture the data for measurement?• Was measurement reporting included in design? Measure and Analyze• Continuous feedback process? Data for Improvement• Future strategy and/orOpportunities optimization plans• Business intelligence? – Modeling – Benefits Realization 11 © 2011 DIVURGENT. All rights reserved.

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