a 360° look at patient access presented by: rodney r. adams director of pre service and patient...
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![Page 1: A 360° Look at Patient Access Presented by: Rodney R. Adams Director of Pre Service and Patient Access Maury Regional Medical Center](https://reader036.vdocuments.site/reader036/viewer/2022062304/56649e425503460f94b3407f/html5/thumbnails/1.jpg)
A 360° Look at Patient Access
Presented by:Rodney R. AdamsDirector of Pre Service and Patient AccessMaury Regional Medical Center
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Who is Maury Regional? Maury Regional Medical
Center is the largest hospital between Nashville and Huntsville
Serves a region consisting of more than a quarter-million people in southern Middle Tennessee.
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Who is Maury Regional? Our 275-bed facility has a medical staff of more
than 185 physicians and 2,000 employees Top Recognitions in the last 3 years include:
Two Time Recipient of Thomson Reuters Top 10 Health System, Top 100 Hospital, Top 50 Health System
2009 TNCPE Excellence Award 2009 and 2010 Enterprise Best Practice
Customer Award winner by MedAssets Premier Quality Award
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REWIND (about 5 years):Where were we in the
Revenue Cycle?
We weren’t: Doing full pre-registrations Doing estimates and were doing little on Point-of-
Service collections Doing QA on registrations Answering scheduling calls timely The list could go on and on…
We were relying heavily on Patient Accounts to collect all the cash
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We looked like:
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Realizing the Impact of Patient Access
Garbage in, garbage out 100% of patient demographics and insurance billing
information is obtained from registration Registration errors are the #1 complaint of billers Most denials come from pre-cert and registration The Registration department typically suffers from a
high turnover rate Registration accounts for over 65% of the fields on a
UB04
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“You’re Killing Me Here!”
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Where did we want to be? We wanted Patient Access to have an active role
in cash collection and the Revenue Cycle We wanted to do as much work as possible on
the front-end Resolve issues at the source, stop creating
work-arounds A leader in the Revenue Cycle
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We wanted to look more like:
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How do we get there?
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What’s the real answer? Change in mindset
Increased Accountability Enhanced Focus Have a plan/work the plan
Move focus from back-end to front-end Revenue Cycle Redesign Redeployed staff Created a new department (Pre Service) Examined our processes and made changes
where needed A LOT OF WORK!
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The New Department Pre Service would have responsibility for:
Scheduling Prior Authorizations/Pre-certs Pre Registration
Which would ultimately include Patient Estimates
Financial Counseling
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Keys to SuccessMulti Departmental
Not just a Patient Access effort Must engage all departments that will be affected by
the changes Must engage and gain the support of your
Management Team and Senior Leadership Team (C-Suite)
Changing the culture of an organization and community takes everyone
Consistency
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Keys to SuccessProcesses, Processes, Processes It is truly all about your processes Evaluate processes, change processes, refine
processes No system will compensate for
inadequate/antiquated processes Phased approaches Train the trainer Look for “bugs” in systems and processes
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Improvements made by Patient Access/Pre Service
Improve Scheduling Process Improve Order Management Process Develop Pre Registration Process Install New Insurance Verification System Improve Pre Cert Process Develop POS Collection Process/Install Estimate
System
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Improvements (cont.) Improve Customer Service in Access Areas Improve Medical Necessity Processes Implement Bank Loan Program Implement Uninsured Assistance and Disability
Assistance Programs Develop QA Processes and Install QA System
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Improve Scheduling Process Determine scope (who are you scheduling for?) Determine hours of operation Determine staffing level Standardize data elements to be collected during
scheduling Cross-training is key
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Scheduling Results
Jul-0
7
Sep-0
7
Nov-0
7
Jan-
08
Mar
-08
May
-08
Jul-0
8
Sep-0
8
Nov-0
8
Jan-
09
Mar
-09
May
-09
Jul-0
9
Sep-0
9
Nov-0
9
Jan-
10
Mar
-10
May
-10
Jul-1
0
Sep-1
0
Nov-1
0
Jan-
11
Mar
-11
May
-11
Jul-1
1
Sep-1
1
Nov-1
1
Jan-
1240.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
15 secs or less
1 min or less
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Improve Order Management Process Ask and ye shall receive (orders) Process to identify incorrect/incomplete orders
Take action now Process to identify missing orders
Take action now Scan orders into EMR prior to patient arrival
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Develop Pre Registration Process Determine the scope-i.e. for which departments will
pre-reg be completed? Prioritize based on $’s at risk
Define Pre Registration Determine goal Determine staffing level Formulate actual rules for pre registration
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Pre Registration Results
May
-09
Jun-
09
Jul-0
9
Aug-0
9
Sep-0
9
Oct-0
9
Nov-0
9
Dec-0
9
Jan-
10
Feb-1
0
Mar
-10
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov-1
0
Dec-1
0
Jan-
11
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov-1
1
Dec-1
1
Jan-
1282.00%
84.00%
86.00%
88.00%
90.00%
92.00%
94.00%
96.00%
98.00%
Pre Reg Percentage
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Install Insurance Verification System Stop manually rekeying patient info
This is rework and creates room for errors Chose a system that could be fully integrated into
our HIS system Historical transaction storage (you’re going to need
it!) Look for payer availability (80/20 Rule)
Should be able to electronically verify 80%+ of patients with this system
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Improve Pre Cert Processes Stop “Gate Keeping” and be Proactive
Reduces rework by improving accuracy Creates partnership with referring MD’s and their
office staff Be Ready for Road Blocks
Payer requirements Payer updates/changes
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Develop POS Collection Processes
Why Collect at the Point-of-Service?
Lower cost to collect Some studies show that if the patient leaves the facility
without paying, the chances of collecting drop by as much as 60%
Improve patient satisfaction? Started by setting up processes to collect co-pays and
remaining deductibles In the ED, OP, IP, Pre Reg areas Expanded into other access points (phased approach)
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The Results of Changing Processes:
POS Collections
$-$20,000$40,000$60,000$80,000
$100,000$120,000$140,000$160,000$180,000$200,000$220,000$240,000
Aug-08
Sep-08
Oct-08
Nov-08
Dec-08
Jan-09
Feb-09
Mar-09
Apr-09
May-09
Jun-09
Jul-09
Aug-09
POS Collections
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Now that our processes were in place:
We began the decision making process of how to provide patient estimates
We believed this would help us bridge the gap between deductibles and out-of-pocket max
Two Basic Options Homegrown system Partner with a vendor
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We Chose a Partner
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Giving Patient Estimates Implemented in Pre Service and Patient
Access first Expanded into other areas Helped staff with suggested ways to present
the estimates Created a cross-walk of exams
and CPT codes for easier
estimate creation Getting the “bugs” out
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Easily determines and communicates the Patient’s estimated bill and payable portion using the insurance plan for calculating the estimated contractual allowance along with the patient co-pay, co-insurance and remaining deductible.
Financial arrangements can also be included on the patient estimate form.
Patient Estimate
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The Results of Implementing an Estimator System:
Aug-08
Aug-08
Sep-08
Oct-08
Nov-08
Nov-08
Dec-08
Jan-09F
eb-09M
ar-09M
ar-09A
pr-09M
ay-09Jun-09Jul-09Jul-09A
ug-09S
ep-09O
ct-09O
ct-09N
ov-09D
ec-09Jan-10F
eb-10F
eb-10M
ar-10A
pr-10M
ay-10Jun-10Jun-10Jul-10A
ug-10S
ep-10O
ct-10O
ct-10N
ov-10D
ec-10Jan-11Jan-11F
eb-11M
ar-11A
pr-11M
ay-11M
ay-11Jun-11Jul-11A
ug-11S
ep-11S
ep-11O
ct-11N
ov-11D
ec-11Jan-12Jan-12
$-
$25,000.00
$50,000.00
$75,000.00
$100,000.00
$125,000.00
$150,000.00
$175,000.00
$200,000.00
$225,000.00 POS Cash
POS Collections (MRMC)
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Does an Estimator System Really Help Improve Patient Satisfaction?
I’ve heard that statement before, but mostly from Estimate System Vendors
Truth or a myth? Do you believe it?
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OP Customer Service Improvement
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Why does an Estimator System Improve Patient Satisfaction? Able to plan and budget for medical expenses They feel like they are more involved in their care Increases patient awareness Gives us, as a provider, a time to actually explain to
them how their insurance will pay Improves pricing transparency
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Improve Medical Necessity Processes
• Automate System, create processes, review issues daily and solve the root of the problem
WEEK 1
WEEK 5
WEEK 9
WEEK 1
3
WEEK 1
7
WEEK 2
1
WEEK 2
5
WEEK 2
9
WEEK 3
3
WEEK 3
7
WEEK 4
1
WEEK 4
5
WEEK 4
9
WEEK 5
3
WEEK 5
7
WEEK 6
1
WEEK 6
5
WEEK 6
9
WEEK 7
3
WEEK 7
7
WEEK 8
1
WEEK 8
5
WEEK 8
9
WEEK 9
3
WEEK 9
7
WEEK 1
01
WEEK 1
05
WEEK 1
090
10
20
30
40
50
60
70
80Medical Necessity Issues
Week
# o
f Is
sues
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Implement Bank Loan Program(we are a hospital, not a bank)
Aug-0
9
Sep-0
9
Oct-0
9
Nov-0
9
Dec-0
9
Jan-
10
Feb-1
0
Mar
-10
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov-1
0
Dec-1
0
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov-1
1
Dec-1
1
Jan-
12
Feb-1
2 $-
$100,000.00
$200,000.00
$300,000.00
$400,000.00
$500,000.00
$600,000.00
$700,000.00
Gross Bank Loan $'s
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Implement Uninsured Assistance Programs
IV Therapy/Cath Lab Many pharmaceutical companies and supply
companies have programs to provide free medication for patients who are indigent and/or uninsured
Jan-
09
Feb-0
9
Mar
-09
Apr-0
9
May
-09
Jun-
09
Jul-0
9
Aug-0
9
Sep-0
9
Oct-0
9
Nov-0
9
Dec-0
9
Jan-
10
Feb-1
0
Mar
-10
Apr-1
0
May
-10
Jun-
10
Jul-1
0
Aug-1
0
Sep-1
0
Oct-1
0
Nov-1
0
Dec-1
0
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov-1
1
Dec-1
1
Jan-
12 $-
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
OPIV Indigent Drug Program Assistance
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Implement Disability Assistance Program
The uninsured patient NOTE: Current estimates of the uninsured in the US are
at 16.7% (according to latest US Census Bureau Survey) A successful way to identify patients eligibility
SSI/SSDI/Other Results
80+% of patients accepted in program are later approved Improved community relationships $1.13M+ annually in added cash Reduction in uncompensated care
Our newest “out of the box” concept-partnering with a local disability representation firm, saving $ and achieving results!
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Implement Registration QA Processes and System
Implement Quality Assurance Process Per FTE Quality Checks
Time and Labor Intensive Not 100% Accurate or Effective
Implement Registration QA Software Number of Edits
We have just over 150 now Be prepared- you’re not as good as you think
you are!
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Results of QA Processes and Software
Jan-
11
Feb-1
1
Mar
-11
Apr-1
1
May
-11
Jun-
11
Jul-1
1
Aug-1
1
Sep-1
1
Oct-1
1
Nov-1
1
Dec-1
1
Jan-
12
Feb-1
275.0%
80.0%
85.0%
90.0%
95.0%
100.0%
Accuracy Rate
Clean Claim Rate
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What Now? Lean Healthcare Automations Planetree (Patient Centered Care) Patient Portal
Online Scheduling Online Pre Registration Electronic Signatures Online Access to Medical Information Online MD Visits?
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The Possibilities are Endless
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Time to be “The Helm of the Revenue Cycle”
Reform is here, or at least it’s coming, or some strange combination of both. So are we going to put our heads in the sand, pretend the changing landscape of healthcare won’t affect us, and suffer tremendously…or are we going to implement better processes, challenge ourselves to always do better, never settle, and thrive in a changing market?
Remember-it all starts with Patient Access, are we creating cash or rework?
The time is NOW!
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Thank you for attending “A 360° Look at Patient Access!”
Questions?
Rodney R. AdamsDirector of Pre Service and Patient AccessMaury Regional Medical Center(931) [email protected]