An Interim Healthcare Executive Leadership strategy can help healthcare organizations and medical group practices to: 1. Accelerate change, 2. Catalyze operational initiatives, and 3. Keep the organization moving forward. During the often 6-month plus process for recruiting a replacement for a key executive role, or during a time of leadership transition where the long-term value of the role is being assessed, the deployment of an Interim Healthcare Executive Leader can give senior leaders and their board of trustees a much-needed boost in these very challenging times. What Roles Do Interim Healthcare Executive Leaders Play? Interim Healthcare Executive Leaders are highly experienced, adaptable and reliable professionals. They are enthusiastic and intrepid change agents who can quickly assess operational performance gaps, existing management strengths and weaknesses, and opportunities for improved physician alignment and integration. They provide senior leadership and/or the board of trustees the time they need to focus on other pressing issues during a prolonged leadership transition. More [...]
Over the last seven years, many healthcare systems (hospitals and physician groups) across the country have seen significant growth through acquisition. Gaining market share through acquisition provides an immediate competitive advantage, however, this type of inorganic growth impacts revenue cycle, financial performance and the overall consumer experience. In recent months, CFOs, Vice Presidents of Revenue Cycle, and Executive Directors have engaged RoundTable Strategic Solutions to develop a go-forward strategy to improve the financial viability and stability of their organization while identifying opportunities to enhance/optimize patient access and the overall consumer experience. Our proven approach provides clients with solutions that leverage operational re-design, reduce manual processes using information technology and create a sustainable model for growth within today’s healthcare delivery and rapidly changing reimbursement model. RoundTable’s Management and Revenue Cycle Consulting teams are guiding many large and complex healthcare delivery systems in the following areas: • DRIVING A NEW CULTURE OF PERFORMANCE & GROWTH: Providing Interim Revenue Cycle [...]
RoundTable Strategic Solutions was recently engaged by an IDN to provide Cerner Revenue Cycle Advisory Services and to drive best practices for its Cerner Revenue Cycle Implementation. In two-short weeks, the RoundTable Executive Consultant drove the organization towards a 30% improvement in the Clean Claim Rate resulting in a 2M financial improvement. Organizational Challenge: PCP Claim Errors in Excess of 2M Two (2) Weeks Post Live RoundTable Approach: Using the Claim Error Analysis Report, RoundTable identified a trend/pattern in the top four (4) Claim Errors that were driving a large volume of claim edits and A/R within Cerner Revenue Manager. Given our revenue cycle operations AND Cerner Patient Accounting application expertise, RoundTable was able to implement a "Cerner Rule" that modified the interface and immediately reduced the Claim Errors. Impact & ROI: In two (2) weeks, the Clean Claim Rate Increased by 30% and resulted in a 2M Financial Improvement. We would welcome the opportunity to share [...]
Keep the “Patient” at the Center of the Discussions & Decisions. Develop Access and Scheduling Standards. Develop and/or Broaden Service Offerings. Appointment Scheduling for new and return patients. Appointment Reminder calls/texts. Portal message management. Referral Services. Template Management Schedgistration & Pre-Registration Services Optimize Performance of Existing Call Center Services Invest in additional agent FTE, training and QA resources and space. Standardize scheduling policies and procedures across practices. Incorporate clinical resources (RNs) into the contact center. Incorporate template oversight and access monitoring into the contact center. Service offerings can be broadened and hours of operation extended to offer clients more value and offer patients more convenience. Create new hire ‘boot camp’ that includes soft skills training. Develop competency-based testing for new hires and annual assessment of skills for all scheduling and registration staff. Develop a competency assessment tool to document agent’s skills vs. expectations and complete at least annually and after new skill sets added. Implement a robust [...]
The overall concept of “business intelligence” is nothing new within Healthcare, and specifically within the Epic client community. With the data capture and storage capabilities afforded within the Epic suite of products, organizations are faced with a twofold challenge: Transforming seemingly infinite (and potentially bulky) data points into a comprehensive body of knowledge about the organization’s patients, care, and costs and Utilizing that data in a timely manner to drive key business decisions – improving processes, reflecting compliance, and supporting decision making. A robust Epic-Centric Business Intelligence strategy is built around leveraging timely, enterprise-wide data to bring about meaningful change, improve the quality of patient care, and maximize revenue integrity. Reports themselves are meaningful tools, but the information therein doesn’t become powerful until it becomes actionable. Data transformation and report generation are no longer the end goal, but the catalyst to propel an organization to improve enterprise-wide performance. Effectively leveraging business intelligence is established by first defining [...]
Ability to remove non-essential POC functions from the office. Improves ability to focus on the “face to face” experience with the patient/customer. Decompresses local practice leadership. Ability to build leadership expertise in specific functions- call management, triage, training, other centralized functions. Improved Telephony platforms- On-hold messaging, call recording, customer surveys, performance data, etc. Scalable problem solving.
Implementing a robust Revenue Integrity program is essential to bridging the all too persistent gap between the full reimbursement to which an organization is entitled, and actual reimbursement realized within the traditional Revenue Cycle Management process. Many organizations are aware that they are affected by revenue leakage, but quantifying and eliminating revenue leakage can prove a daunting task. A successful Revenue Integrity Program will eliminate the traditional Revenue Cycle departmental silos that contribute to these challenges, aligning the Charge Description Master (CDM) and the rest of the Revenue Cycle process, and defining a holistic approach to charge capture which impacts all related departments. RTSS has guided a number of large and complex client organizations in mitigating risk to revenue through Revenue Integrity efforts, including providing Interim Leadership, gap assessment, CDM analysis and consolidation, auditing, facilitating operational engagement, and providing knowledge transfer and mentorship to client internal resources. Our methodology has identified several guiding principles which are key [...]
As you evaluate the Centralization of Call and Clinical Contact Center functions, RoundTable has provided 10 key things to consider! Balance Centralization with Personalization Do Not Centralize Broken Workflows Keep the “Patient” at the Center of the Discussions & Decisions This is an Investment in Clinical and Operational Infrastructure for the Future Readiness for “Continuous Improvement” Drive Towards a Return on Investment Decrease Registration / Eligibility Denials Increase Visit Volumes Evaluate Scheduling Guidelines to Maximize Capacity Schegistration will Drive Efficiency & Real-Time Eligibility Capabilities is Key Standardization of Scheduling Templates, Guidelines, and Appointment Types is Critical Prepare for Difficult Conversations and Over-Communicate with Front Line Teams Without Provider, Organizational Support and Cultural Readiness the Effort and Good-Intended Approach Will Fail.