Revenue Cycle 101 Archives – Ensemble Health Partners https://www.ensemblehp.com/blog/category/revenue-cycle-101/ Your modern revenue cycle solution Thu, 09 Oct 2025 16:00:32 +0000 en-US hourly 1 https://www.ensemblehp.com/wp-content/uploads/2023/10/Logo-Chevron-80x80.png Revenue Cycle 101 Archives – Ensemble Health Partners https://www.ensemblehp.com/blog/category/revenue-cycle-101/ 32 32 Cyber or System Downtime — Strategies for Staying Operational https://www.ensemblehp.com/blog/staying-operational-system-downtime/ Mon, 30 Jun 2025 14:23:25 +0000 https://www.ensemblehp.com/?p=19003 Epic Business Continuity Access + an Incident Recovery Application strategy help maintain operations during an incident + recover afterward. … Read More

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Why you need Epic Business Continuity Access and an Incident Recovery Application

Downtime is inevitable. Disruption doesn't have to be.

Whether caused by planned maintenance, unexpected outages, or cyber security incidents, system downtime is a reality every healthcare organization must face. But patient care can’t wait. That’s why having both Epic Business Continuity Access (BCA) and an Incident Recovery Application (IRA) strategy is essential. Together, they ensure your organization can maintain
operations and patient care during an incident and effectively recover afterward.

What is Epic Business Continuity Access (BCA)?

Epic BCA is a suite of tools that ensures users can access critical patient information even when the main Epic system is offline. It includes:

  • BCA PC: Standalone computers deployed across ambulatory clinics and throughout hospitals to print physical copies of patient info for use in conjunction with downtime procedures — even without network or power. This is a minimum requirement to maintain patient care.
  • BCA Web and Web Data Entry: A web-based portal for viewing reports, printing patient labels and entering essential data like ADT events during downtime so an up-to-date census is available. It also allows events and notes to file back into Epic, reducing manual work during recovery.
  • Isolated Recovery Environment: A pre-configured environment with a limited version of Epic that is accessed via a web browser to allow basic ADT and clinical note access along with secure chat, In Basket and basic appointment scheduling. This requires the use of Epic software called Harbor, which is available with the Epic November 2024 release and can be made available back to the February 2024 version with Special Updates.

Why BCA matters

BCA ensures that the hospital can continue to function at a basic level and access important information while IT and security teams work on recovery measures.

  • Continuity of Care: Clinicians can still access vital patient data to make informed decisions.
  • Operational Resilience: Keeps workflows moving during outages or cyber events.
  • Regulatory Compliance: Supports paper-based documentation to ensure nothing is missed.

What is Incident Recovery Application (IRA)?

IRA refers to the post-downtime recovery process that ensures all data captured during the
outage is safely and accurately integrated back into the Epic system.

Key IRA functions

  • Data Reconciliation: Transfers downtime records into the live system without data loss.
  • System Restoration: Verifies data integrity and supports safe reactivation of Epic.
  • Audit Readiness: Ensures complete and accurate records for compliance and reporting.

Why you need both: A dual strategy for resilience

During the Incident

BCA keeps patient care going with access to critical data.

Prevents chaos and delays in care.

Supports clinicians with tools like SRO, BCA PC, and Web Entry.

After the Incident

IRA ensures all downtime data is reconciled and restored accurately.

Protects data integrity and supports regulatory compliance.

Helps IT teams safely bring systems back online.

Best practices for implementation

  • Deploy BCA PCs across all care sites.
  • Set up BCA Web servers and ensure users have specific security added to their Epic template to allow them to access the web portal and enter data.
  • Configure CSN and MRN assignments to avoid duplicates in the Epic system.
  • Establish clear downtime protocols by site/department for data reconciliation and system restoration.
  • Conduct regular drills to ensure readiness across clinical and IT teams.
  • Create a workflow to send special downtime reports daily.
  • Create a separate cloud server environment with a secure connection to the primary data center. Epic Hosting offers this service.

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How We’re Addressing Patient Referral Leakage https://www.ensemblehp.com/blog/how-were-addressing-patient-referral-leakage/ Fri, 16 May 2025 13:15:10 +0000 https://www.ensemblehp.com/?p=18297 By understanding the causes of referral leakage, we can develop strategies to mitigate it, ensuring patients receive coordinated care. … Read More

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Referral leakage, also occasionally referred to as network leakage, occurs when a healthcare provider directs a patient to receive care outside of their affiliated hospital network.
This phenomenon can detract from the patient’s overall care experience in numerous ways:

  • Medical records may not transfer seamlessly, leading to gaps in information
  • Patients may not schedule appointments due to confusion about who initiates the process
  • Duplicate tests may be ordered if the new provider doesn’t have access to prior results
  • Out-of-network care can lead to higher out-of-pocket costs for patients
  • Lack of follow-up and coordination can result in worsened health conditions

In addition to being detrimental to the patient experience, patient referral leakage can also result in substantial financial losses for healthcare organizations and disrupt the continuity of patient care. Consider this:

  • The average cost per claim for MRI, CT, PET, mammogram, ultrasound and cardiac testing is approximately $1,500.
  • If one provider refers these tests externally four times per month, it could result in an annual revenue loss of $72,000.
  • When this figure is multiplied by a group of 100 providers, it increases to a potential loss of $7.2 million in revenue.

By comprehensively understanding the causes and consequences of referral leakage, we can develop and implement strategies to mitigate it, thereby ensuring that patients receive coordinated and efficient care within our network.

What causes patient leakage?

Referral leakage can occur due to several factors, including ineffective patient retention initiatives, a lack of physician expertise within the network, negative patient experiences or difficulties in scheduling appointments.

Specifically, providers may refer patients to external organizations due to:

  • Cost of care: External facilities may offer more affordable rates or better payment plans, affecting referral decisions.
  • Geographic preference: Patients often choose healthcare providers that are conveniently located near their home or workplace.
  • Provider satisfaction: Factors such as quick turnaround times, established professional relationships and high-quality diagnostic images can influence referral choices.
  • Service availability: The absence of internal services or scheduling constraints may require referrals to external facilities.
  • Workflow inefficiencies: Complex or time-consuming internal referral processes can result in providers opting for external referrals.

Why reduce referral leakage?

Addressing referral leakage is critical for healthcare systems for multiple reasons — it not only helps improve revenue but also enhances patient care continuity and strengthens patient-physician relationships. Reducing referral leakage affects:

Revenue impact

Referral leakage can result in significant revenue reduction. When patients are referred outside the network, the organization loses potential income from services that could have been provided internally.

Patient retention

Keeping patients within the network ensures continuity of care, which can improve patient outcomes and satisfaction. High referral leakage rates may indicate issues in care coordination or patient satisfaction.

Care coordination

Effective management of referrals within the network enhances care coordination. This ensures patients receive timely and appropriate care, reducing the risk of medical errors and improving overall health outcomes.

Resource utilization

By minimizing referral leakage, provider groups can better utilize their resources, including specialists and facilities. This can lead to more efficient operations and better allocation of healthcare resources.

Market share

Reducing referral leakage helps maintain and grow the organization’s market share. Keeping patients within the network strengthens the organization’s position in the competitive healthcare market.

What are best practices to address patient referral leakage?

We support hundreds of hospitals with operational oversight and data analytics to improve revenue cycle performance and patient experience. Through those partnerships, we’ve crafted proven strategies to monitor referral patterns and leakage rates, identify trends, understand patient needs and improve retention and care delivery.

These strategies include:

  • Analyzing feedback: We use feedback from patients and providers to determine causes of leakage, such as negative experiences or scheduling difficulties.
  • Identifying resource gaps: We assess whether internal providers have adequate availability for referrals and identify any gaps in resources or scheduling.
  • Focusing on the highest rates: We aim to address high referral leakage rates, particularly those exceeding 20%, to enhance care coordination and patient satisfaction.

Once strategy is set, we’ll recommend and help implement best-practice procedures to reduce referral leakage. This might look like:

Software optimization

  • Structuring and configuring referral workqueue
  • Setting required fields in the ordering process
  • Optimizing provider preference lists and network levels

Documentation and training enhancements

  • Creating and distributing templates to all employed providers listing in-house services and specialists, including service/specialist names, phone numbers, locations, and hours of operation
  • Establishing e-learning platforms and referral tip sheets for providers and staff

Analytics and reporting improvement

  • Reporting identified missing services to C-suite leadership
  • Implementing reporting tools and processes to be followed by managers to improve referral monitoring
  • Adding tasks to end-of-day checklists

Getting started

At every stage, client systems can support and partner with us to help their organization engage with the initiative:

  • Immediately, start conversations with leaders, practice managers and providers about the importance of referral retention. This proactive measure can help raise awareness and set the stage for more effective collaboration.
  • Up front, share existing referral retention initiatives and reporting.
  • Over time, adopt Ensemble’s best practices around referral leakage, allowing our teams to collaboratively work towards identifying the gaps and inefficiencies that cause this trend.

Implementing these strategies helps organizations retain more patients within their own networks, enhancing both patient care and financial stability.

The bottom line

Addressing the underlying causes of referral leakage will ensure patients receive consistent care within one network. By adhering to best practices procedures, we’ve proven that it is possible to reduce referral leakage, improve patient care and retain revenue within a healthcare system.

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How to Achieve Superior Customer Service Through Excellence in Registration https://www.ensemblehp.com/blog/how-to-achieve-superior-customer-service-through-excellence-in-registration/ Fri, 09 May 2025 12:09:06 +0000 https://www.ensemblehp.com/?p=18262 By focusing on specific key questions from patient satisfaction surveys, we can turn patient registration into a source of comfort and trust. … Read More

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The registration process is far more than a routine step — it’s the first moment a patient connects with a facility, setting the tone for their entire visit. A smooth and welcoming registration process can calm a patient’s nerves and build trust, while a disorganized or indifferent one can increase their anxiety and result in patient distrust.

Patient access teams, as the frontline providers of this experience, hold the power to shape these moments. By focusing on key registration-specific questions from patient satisfaction surveys — three from outpatient and three from ambulatory surgery — we can turn this critical touchpoint into a source of comfort and trust.

The value of customer service in patient registration

Walking into a healthcare facility can be daunting, especially with worries about a procedure or diagnosis. A friendly greeting at the registration desk can lift one’s spirits, while long delays or a cold reception can deepen unease.

Patient access teams aim to create a calming and confident registration experience. By setting patient satisfaction goals, they promise a better experience focused on care. Aiming to enhance the ease of the registration process can unite staff around this purpose.

Using the SMART framework (specific, measurable, achievable, relevant, time-bound), these goals become actionable steps, motivating teams to alleviate patient stress and enhance compassionate care.

While it’s important to know patient access teams can’t control every part of a patient’s experience — like medical outcomes — they can shape the registration process. Questions about ease, helpfulness and wait times are within their grasp, offering a chance to make a real emotional difference.

By zeroing in on these areas, teams can take practical steps that lift patients’ moods and reduce their stress. This focus also empowers staff, letting them see the direct impact of their work, which boosts morale and reinforces their role as supportive anchors in the patient journey.

To improve registration, we must first understand how patients feel. Whether they’re arriving for a routine outpatient visit or preparing for ambulatory surgery, they bring a mix of emotions — nervousness, uncertainty or even fear. Registration is their first chance to feel supported.

Below, we dive into six key Press Ganey survey questions, exploring their meaning and offering tips to enhance the experience.

A closer look at outpatient survey questions

1. Helpfulness of Registration

  • Meaning: Patients are looking for a lifeline. When staff are supportive — offering clear answers and a helping hand — it turns worry into relief, showing patients they’re not alone.
  • Tip: Train staff regularly to spot and solve common patient concerns, building a team that’s ready to care. Have service recovery items at hand and empower teams to use their best judgment to resolve the issue. Debrief later, as a team, to see if their actions should now be best practice or explore a better solution.

2. Ease of the Registration Process

  • Meaning: A complicated process fuels frustration. A straightforward, well-explained system calms patients down, making them feel valued instead of burdened.
  • Tip: Use simple forms and offer pre-registration online to cut down on stress when they arrive. Praise patients who use eCheck-in and educate and encourage those who don’t.

3. Wait Time and Registration

  • Meaning: Waiting can feel endless when you’re anxious. Quick service shows respect for a patient’s time, while delays can make them feel ignored.
  • Tip: Fine-tune scheduling to keep things moving and keep patients in the loop if there’s a holdup. Keep patients informed of wait times and use language like “Our registration process is complete, so I will have you wait here for your tech to pick you up. If they are not here within 15 minutes of your scheduled appointment, please stop back to my desk so we can get a time estimate for you.”

Key ambulatory surgery survey questions

1. Check-In Ran Smoothly

  • Meaning: Surgery patients are often on edge, and a bumpy check-in only adds to their tension. A smooth process reassures them that everything’s under control.
  • Tip: Gather info ahead of time and use checklists to keep things seamless and stress-free. Note who is with them so you can provide updates if a delay in scheduling occurs. Inform them of where they can wait or take a quick walk.

2. Clerks/Receptionists Were Helpful

  • Meaning: Helpful staff are a comfort. They answer questions and guide patients through scary moments, making them feel supported.
  • Tip: Train staff on surgery-specific needs and encourage them to offer extra help, like a quick rundown of what’s ahead.

3. Clerks/Receptionists Were Courteous

  • Meaning: Kindness matters. A polite, friendly interaction can ease a patient’s nerves, reminding them they’re more than just a case.
  • Tip: Teach staff to listen actively, use patients’ names and keep their tone warm and welcoming.

The bottom line

Let’s reshape the patient experience from the first hello. The payoff is huge: A great registration moment lowers stress, builds trust, and starts the healthcare journey on a hopeful note. In the end, patient access teams do more than process paperwork — they open the door to a caring, compassionate experience.

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Our Approach to Patient Experience https://www.ensemblehp.com/blog/our-approach-to-patient-experience/ Wed, 16 Apr 2025 11:45:48 +0000 https://www.ensemblehp.com/?p=18064 Effective revenue cycle management and effective patient conversations can enhance the patient experience rather than detracting from it. … Read More

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Healthcare is deeply personal for patients. It’s the most important financial transactions we have as American consumers. If fine dining, high-end hotels and VIP concerts can exchange goods and services for money without discomfort, surely, healthcare can too.

But healthcare must learn a thing or two from the industries that have mastered customer service. That’s why ensuring a quality patient experience is so critical, even and especially in the healthcare revenue cycle. Providers don’t have to avoid talking about money. In fact, effective revenue cycle management and effective patient conversations can enhance the patient experience rather than detracting from it, as many organizations fear.

Imagine going to a restaurant. The patient experience is akin to the entire dining experience, from making a reservation to enjoying the meal and paying the bill. The healthcare revenue cycle is like the restaurant’s operations, ensuring that the reservation is confirmed, the meal is prepared and served correctly and the payment process is smooth and transparent.

Now, imagine if your dining bill arrived at the table with completely different pricing than you’d seen on the menu, or that the restaurant’s own coupon was declined at the register with no explanation. Imagine your meal could only be paid for by check, or required you to stamp and post a physical stub with your payment for the night’s dining.

Just as a positive dining experience encourages repeat visits, a positive patient experience in healthcare encourages patient loyalty and timely payments — and a negative experience can build distrust and resentment, even among formerly satisfied patients.

Nothing will kill patient experience faster than getting a bill two weeks after you’ve been seen and not knowing it’s coming.

So, how can revenue cycle operators work to ensure a positive patient experience during every interaction? Different organizations approach this in different ways. Here’s Ensemble’s approach.

The Ensemble Difference

Ensemble educates every single associate on patient experience and why it matters, offering webinars and multimodal trainings on how to have positive interactions and the difference these conversations can make. Even Ensemble employees who are not patient-facing understand the necessity of ensuring a positive patient experience. Patient experience is core to our annual training, regardless of where an associate sits in the revenue cycle.

At Ensemble, we believe that great patient experience is a function of improving three components: empathy, empowerment and engagement. Addressing these ensures that patient-facing associates can communicate effectively, have the tools and processes they need to handle patients deftly and feel valued in their own roles. Increased employee engagement is tied to an improved patient experience.

Empathy

Whether inherent or learned, empathy helps associates sense and anticipate a patient’s spoken or unspoken needs. It’s about connecting at a human level and having conversations that matter. Our teams focus on empathy through effective, caring and compassionate communication at every stage of the patient experience.

Making empathetic conversations part of the daily routine, supporting financial advocacy for patients and clearly outlining benefits prevents unwelcome surprises during times with so many unknowns and will create a positive experience for patients.

Empowerment

Empowering your patient-facing teams makes a difference by improving processes, work environments and experiences. Make sure teams are all aligned on purpose as an organization; every associate should know what patient experience means and that it’s central to your organization’s mission and values. This also means documenting your approach and gaining approval from all necessary participants, so this process can be replicated again and again.

Engagement

If associates feel engaged, they are more likely to deliver a positive experience to others, including patients. Employee engagement can be fostered using open communication, encouraging stretch goals, plus personal and professional development. Management of expectations is key.

This might look like conducting engagement surveys, establishing an Employee Advisory Group (EAG), or consistently recognizing employees for their contributions. Learn more about how to engage employees and ultimately improve patient experience >>>

Empathy + empowerment + engagement = improved experience

Here at Ensemble, we infuse this approach — of leading with empathy, empowerment and engagement — into everything we do.

Every associate is trained annually on the importance and value of patient experience, and we analyze the impact of patient satisfaction on every new solution we deploy. Our engineers take the entire process into consideration, asking themselves at each stage about the hypothetical impacts of technological innovation: If we move this specific lever, for example, what’s that going to do for patients or how will it otherwise impact patients?

It’s a constant consideration — the way we define success for revenue cycle performance always includes patient satisfaction performance, since the two are so closely tied. And, in order to apply our solutions, we need to first analyze and understand how patients are engaging today and then create the appropriate interventions.

Here are specific strategies we have deployed with clients to improve both their revenue and the patient experience:

Improving the registration experience for patients

There’s a difference between implementation and adoption, and at Ensemble we’re not just in the business of implementing tools — we’re thinking about the patient experience at every step.

This is where empathy comes into play, as our associates are taught to always question: “If I was the patient, what would I want to see happen?” Because they are empowered in this way, associates often help innovate new, creative solutions that can be deployed to improve the patient experience.

First and foremost, we identify a friction point for our clients. At Adena Health, patients were waiting unnecessarily during registration, a dissatisfying experience. We proactively took the opportunity to look at how we could streamline processes and reduce that issue. To do so, we:

  • Increased adoption of virtual registration (via MyChart). It’s not just about Epic, it’s about maximizing your EHR to work for you. For Adena, that required understanding the barriers in place. Then, in order to increase adoption, we first had to get patients to understand the benefits of virtual registration themselves. We did that by helping clients have the right educational information available at kiosk so patients could understand what the new process was and what was expected of them.
  • Put a system for instant MyChart activation into place. Associates sat side by side with patients to help them set up their accounts. Through a combination of these efforts, Adena increased conversion rates by 35%, and exceeded its goal of 50% patient adoption within 12 months — an accomplishment even Epic commended.
  • Implemented creative ideas driven by associates. The idea for the instant activation of MyChart was proposed by the patient access staff on the ground at Adena, based on their observation that many registering patients struggled with the technology. Staff also noticed that there was often a huge line waiting to register. Out of this came innovative ideas to allow for digital tools, self-check-in and even physical rerouting of patients in the on-site location. Each of these changes helped improve overall patient satisfaction, and the system saw an 80% decrease in average wait time for outpatient registration.

Improving the financial experience for patients

We see so many organizations that are hesitant to even bring up financial issues, but point of service conversations don’t have to diminish the patient experience — they can actually enhance it. Patient-friendly account resolution helps patients feel prepared to resolve their liability. Through open and transparent communication and education, we reduce continuous worries, like a patient concerned about receiving a bill in the mail after a healthcare encounter.

I think that a well-performing revenue cycle can have a significant impact on the patient experience. It’s the first interaction that a patient or a family member may have in its introduction into the hospital. Once that interaction is complete from a provision of care prospective, you’re one of the last people that our patients or families may have interaction within terms of questions on bill calls to customer service, so the functions that [Ensemble provides] are very, very important.

At Ensemble, we make sure the right tools are in place so that associates can provide relevant and accurate information to patients and drive successful collections. We provide cohesive training and education to empower these professionals to be subject matter experts on patient experience. This also means providing access to tools like a real-time eligibility tool integrated in a HIS; a patient liability estimator to provide real-time estimates on out-of-pocket liability; and thorough reporting so systems can track how far they’ve come, where their opportunities are, and where to focus future efforts.

Ensuring consistency is key. We provide process documentation and scripting for all locations and areas (ED/OP/IP) to ensure that consistent conversations are taking place regardless of whether it is a scheduled outpatient, walk-in lab or scheduled physical therapy.

We also use data to understand and identify patient issues and resolve them quickly. Whether this is done through education of staff, the creation of job aids or other ways of empathetic communicating with patients on the ground, the results prove this approach out: After implementing a POS collection program, Bon Secours Mercy Health saw a 20% increase in pre-service collections with a consistent quarterly increase in patient satisfaction scores.

When we implement patient-friendly financial processes, associates are empowered to resolve patient concerns quickly and confidently.

The bottom line

We partner with some of the best clinicians in the world who provide the best care experiences — but the logistical and financial bookends to those clinical care experiences should be just as excellent. A focus on patient experience can’t be a set-and-forget process; patients should feel that they are being heard and valued before, during and after their care experiences. We want each touchpoint to be consistent and positive.

To do this, we analyze, intervene and educate appropriately. We measure to understand how patients feel, and then we consistently outline and define solutions to address their pain points.

You can’t do revenue cycle management well without doing patient experience well, but when patient experience is done right, you get results that stretch across both the revenue cycle and patient satisfaction. We know this, and that’s why patient experience is part of Ensemble’s DNA.

By weaving empathy, empowerment and engagement into everything we do, Ensemble’s approach improves patient experience in measurable ways. One strategic end-to-end partnership with a non-profit integrated medical services provider led to greater than a 10% improvement in month-over-month patient experience survey scores. Similarly, with focused training, education and engagement, another hospital system saw a 4% increase in Top Box Scores, which measure the percentage of respondents who gave the highest response possible on the survey scale.

A focus on the patient experience is not just a nice addition to revenue cycle management; it’s fundamental to ensuring patients have a better registration experience, a better financial experience and higher satisfaction with their care all around.

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Deep Dive: Is Your Practice in the Pre-Payment Review ‘Penalty Box’? https://www.ensemblehp.com/blog/deep-dive-is-your-practice-in-the-pre-payment-review-penalty-box/ Fri, 06 Sep 2024 18:41:23 +0000 https://www.ensemblehp.com/?p=14809 Pre-payment review means you must submit medical records with each affected claim before the payer will agree to pay or adjudicate claims. … Read More

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Has a payer placed your facility on pre-payment review for certain services, such as emergency room visits for specific levels of care?

Pre-payment review means your facility must submit medical records with each affected claim before the payer will agree to pay or otherwise adjudicate the claim. This process:

  • Increases administrative costs in the form of developing alternate workflows to submit medical records with affected claims
  • Delays payment and increases days in accounts receivable
  • Insinuates there are concerns with a provider’s billing practices

The latter observation is critically important; however, despite the serious nature of what pre-payment review suggests, payers often provide little to no explanation or basis for placing a provider on pre-payment review.

There’s often no transparency as to why it happened or what’s needed to end it. Providers have engaged neutral third parties to evaluate their billing practices, and these reviews find them to be compliant and consistent with Medicare and industry requirements. Providers are left to wonder what’s going on, how to move forward, and how to avoid this situation in the future.

Pre-payment review can be a worrisome status for a provider to have. Here are some key steps to consider if your facility is facing pre-payment review:

1. Make sure you’re aligned with CMS standards

First, consider what the Centers for Medicare & Medicaid Services (CMS) require regarding facility coding for Emergency Department (ED) Evaluation and Management (E/M) services:

Unique Methodology:

  • CMS acknowledges that each hospital or ED may use its own unique system for assigning E/M levels.
  • However, this methodology must adhere to certain principles:
    • It should be medically necessary.
    • The coding process should be consistent, reproducible, and correlate with the institutional resources utilized in the facility.

E/M Guidelines:

  • CMS emphasizes that E/M guidelines should:
    • Follow the intent of the CPT® code descriptor.
    • Be designed to reasonably relate the intensity of hospital resources required to the different levels of effort represented by the code.

2. Assess the ask and your own resources

Next, consider what the payer’s pre-payment review asks of your facility or practice, and what challenges it may create to agree to it and comply. These may include:

Compliance risks:

Asking a provider to re-bill their claim under a different methodology to appease the payer would arguably place the facility or provider out of compliance with CMS requirements to have a consistent coding methodology which is uniformly applied to all patients. Non-compliance with CMS guidelines can result in False Claims Act exposure, fines and penalties and exclusion from Medicare and Medicaid programs.

Administrative burden:

Pre-payment reviews require providers to adjust routine workflows and submit extensive documentation before claims are paid. This is time-consuming and resource-intensive, and it unilaterally imposes significant administrative costs on the facility or provider — not the payer.

Impact on cash flow:

Because payments are delayed until the review is complete, hospitals and providers grappling with pre-payment reviews may experience cash flow issues. Delays in payment can lead to increased borrowing costs and financial strain on the provider. This can be particularly problematic for smaller facilities or practices that rely on timely reimbursement to maintain operations and standards for patient care.

3. Engage the payer using proven practices

Once you’ve confirmed your own compliance and assessed your resources, it’s time to take your concerns back to the payer. Consider these next steps in navigating this situation with the payer:

  1. Ask questions: Given the serious nature of pre-payment review, which suggest there may be concerns with a facility or practice’s coding and billing practices, it’s critical that such activities be done in complete transparency and good faith to ensure the parties fully understand the issues and work collaboratively to resolve them. Ask the payer to describe in detail the criteria it used to conduct its review and the analysis it employed to determine pre-payment review was appropriate. This is also an opportunity to ask the payer to produce the criteria it plans to use in evaluating whether to continue or terminate the pre-payment review status.

  2. Appeal: Facilities and providers have the right to appeal pre-payment review decisions. Understanding the appeal process and preparing comprehensive documentation can improve the chances of a successful appeal.

  3. Enhance documentation practices: Ensure that all medical records are thorough, accurate and up to date. Proper documentation can reduce the likelihood of claim denials and expedite the review process.

  4. Request a reconsideration: If the initial appeal is denied, hospitals and providers can request a reconsideration or a hearing, depending on the payer’s policies. This may involve presenting the case to an independent review board. Additionally, consider proposing a change in payment methodology to remove the payer’s incentive to downgrade claims. For example, a blended case rate for ER visits regardless of the E/M level can help ensure fair compensation and reduce disputes.

  5. Maintain communication: Keep open lines of communication with the payer throughout the appeal process. Regular follow-ups can help ensure that the appeal is being processed and provide opportunities to address any additional questions or concerns.

  6. Master your contract language: Understand your rights as a Contracted Entity and obligations to strictly adhere to CMS guidelines. If there are any uncertainties, consult legal counsel to ensure payers are not violating CMS guidelines when imposing their policies on hospitals and providers. In future contract negotiations, demand transparency and a robust appeal process should the payer wish to impose a pre-payment review status.

  7. Consider dispute resolution or litigation: Review the terms of your contractual agreement with the payer to understand the dispute resolution or litigation options available. This may involve mediation, arbitration or legal action if necessary. Engaging legal counsel can help navigate this process and ensure your rights are protected.

The bottom line

Grappling with a pre-payment review status can be daunting and feel quite unfair to providers who find themselves in this situation. However, there’s every reason to push back on payers, and numerous avenues by which to do so.

The key steps listed above offer a good start, and an expert end-to-end RCM partner can help you navigate the entire process. Ensemble is on the provider’s side, not the payer’s — when navigating pre-payment review, make sure you also have an advocate in your corner.

Your revenue cycle is too important to be left to chance.

Download our actionable checklist for questions to keep your team on track when navigating pre-payment review with payers.

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A Closer Look at Coding the Social Determinants of Health Risk Assessment https://www.ensemblehp.com/blog/a-closer-look-at-coding-the-social-determinants-of-health-risk-assessment/ Mon, 10 Jun 2024 12:52:06 +0000 https://www.ensemblehp.com/?p=14387 The new HCPCS code G0136 is meant to reimburse healthcare professionals for administrating an assessment of social needs/social risk factors. … Read More

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On January 1, 2024, Centers for Medicare and Medicaid Services (CMS) introduced the new HCPCS code G0136 – administration of a standardized, evidence based social determinants of health risk assessment tool, 5 to 15 minutes, referred to below as the Social Determinants of Health (SDoH) risk assessment.

This code is meant to reimburse a physician or other qualified healthcare professional for administration of an assessment of an individual’s social needs or identified social risk factors that may influence the diagnosis and treatment of their medical conditions.

The assessment may be rendered as a standalone service or in conjunction with another evaluation and management service. It is subject to a limitation of once every six months per provider per patient. The service will be subject to cost sharing (co-pay and deductible) unless it is performed at the same encounter as an Annual Wellness Visit.

The SDoH risk assessment can be performed by the treating physician or other practitioner (NPs, CNSs, CNMs, PAs), or by auxiliary personnel under the general supervision of the billing practitioner incident to their professional services.

The SDoH risk assessment refers to a review of the individual’s SDoH needs or identified social risk factors influencing the diagnosis and treatment of medical conditions. Use of a standardized, evidence-based SDoH risk assessment tool helps to assess for:

  • Housing insecurity
  • Food insecurity
  • Transportation needs
  • Utility difficulty

Any SDoH needs identified through the risk assessment (HCPCS Level II code G0136) must be documented in the patient’s medical record and may be documented using one of the ICD-10-CM, “Z codes” (Z55–Z65) which are used to document SDoH data to facilitate high-quality communication between providers.

It is important to note that this is not a screening service that would be performed on every patient. This is an assessment service to be performed when the provider has reason to believe that there are unmet SDoH needs that are interfering with the diagnosis and treatment of a condition or illness or will influence choice of treatment plan or plan of care.

There is some confusion with providers that G0136 can be reported with most Medicare patients. However, the assessment is only to be completed when the provider has reason to believe there are SDOH needs. Medicare has provided limited information on this new code and we may expect additional information as the year progresses and usage increases.

Provider reimbursement for G0136 is $18.97 nationally and can be negotiated into commercial contracts.

Our recommendation for operationalizing this new code is for providers to understand what the potential health hazards related to socioeconomic and psychosocial circumstances are, and to make sure they are aware this new code is available when an assessment is required.

Reference: Detailed information on the use of this code can be found in the CMS publication MLN booklet Health Equity Services in the 2024 Physician Fee Schedule Final Rule.

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Why Revenue Cycle Data Is a Key Differentiator https://www.ensemblehp.com/blog/why-revenue-cycle-data-is-a-key-differentiator/ Wed, 29 May 2024 13:44:00 +0000 https://www.ensemblehp.com/?p=14224 By mapping to outcomes, revenue cycle data models can yield swift, precise insights precisely when decisions matter most. … Read More

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What you need to know

Aggregating and normalizing data is time-consuming and costly for health systems — it requires preprocessing, mapping and translating millions of data points, which is resource intensive. The effort is worth it, however; in revenue cycle management, as in other areas, the efficacy of analytic models lies in data diversity — more variables and broader data sources enhance model completeness. By mapping to outcomes, RCM models can yield swift, precise insights precisely when decisions matter most.

Data is the lifeblood of artificial intelligence (AI), and high-quality, unbiased data is essential for building fair and ethical AI systems. But with the average person likely to generate more than one million gigabytes of health-related data in their lifetime, equivalent to 300 million books, this kind of massive amount of information can be difficult for health systems to analyze on their own.

In healthcare, 80% of data is unstructured, meaning that it traditionally needed to be manipulated or processed in order to be readable by machines. In today’s industry, AI and other technologies exist that can ingest this data and make meaning of it, but these advancements come at a cost. Hospitals, which in recent years have been working with narrow operating margins and focusing their energies on standing up EHRs to meet federal specifications, are left with a ton of rich, beneficial data that many can’t fully tap into without support.

What is the value of data for analysis?

In machine learning, models ingest a large volume of data from thousands of data points to detect patterns so that computers can make decisions without a person intervening.

Data is critical for many other functions, including deep learning, the subset of machine learning that spawned generative AI like ChatGPT. Deep learning is essentially machine learning at warp speed; relying on more data input, millions of data points to assess, and the use of neural networks, which provide layers of processing to support more complex representations of data.

Diversity is critical here; models that draw on diverse expertise, geographies and perspectives help to ensure a diversity of contexts and patterns within datasets. This will help to support robust LLMs that can prevent overfitting a model to a limited set of instances, while also incorporating a diversity of contexts and patterns through a broader range of data and insights.

The more variables that inform models, the more valuable their insights become. Historical data can and should be codified within artificial intelligence, drawing upon multi-system or facility perspectives. This helps to avoid an N=1 bias in model development during the training or evaluation of a model.

Hosting and analyzing this data can take so much processing power and translation that many hospitals usually can’t do it alone. But the energy to access this data is worth the effort, as valuable insights can be gleaned across the revenue cycle.

Where are the sources of revenue cycle data in RCM + how are they used?

To train and run these models, there must first be data for them to ingest. Structured data is explicit and can be readily processed by machines. It is easier to ingest but limited in nature. These data sources include:

  • Demographic information (e.g., age, gender)
  • Vital signs (e.g., height, weight, blood pressure, blood glucose)
  • Diagnostic, procedures and/or billing codes, medications and laboratory test results generally available in host system
  • Financial data elements such as billing, payments, denials and adjustments

Unstructured data sources require extensive tools to extract relevant information. Examples of unstructured revenue cycle data include:

  • Clinical data, including medical images, scanned labs and ECGs
  • Treatment data, including clinical notes and discharge summaries

The benefits of this data in RCM are massive. These datasets can be used to guide decisioning across various stages throughout the revenue cycle and improve reimbursement accuracy.

Front office:

  • Streamlined appointment scheduling, taking into consideration which providers are credentialed for which payers
  • Automated and optimized scheduling to boost utilization
  • Automated insurance verification and prior authorization retrieval prior to service
  • Virtual assistants managing patient communications regarding financial inquiries, payment plans and insurance-related questions to enhance the patient experience

Mid-office:

  • Thorough clinical documentation based on natural language processing during patient encounters
  • Automated coding and charge entry based on clinical data
  • Automated coding and charge audit for all accounts to ensure accurate reimbursement for services provided

Back office:

  • Denial prediction and prevention based on historical data for proactive interventions to prevent revenue loss
  • Automated billing and payment posting to reduce errors and accelerate reimbursements
  • Contract management and analytics to support underpayment recovery, improve reimbursement and support payer contract negotiations
  • Payer portfolio management to analyze and predict payer-specific trends, behaviors and patterns associated with reimbursement

What are key challenges in compiling revenue cycle data?

Gathering and harmonizing data from many different systems is a difficult ask across industries. Healthcare revenue cycle data, in particular, has unique barriers that make the creation of a centralized, holistic dataset a challenge.

Data heterogeneity and inconsistency

  • Challenge: Healthcare data comes from various systems, each with its own format, terminology and structure. Aggregating these disparate data sources can be like assembling a puzzle with mismatched pieces.
  • Solution: Implement robust data normalization techniques. Standardize terminology, map data elements to common ontologies and ensure consistent representation across systems. For true interoperability, the industry must align on standard data definitions. This means not just consistent terminology, data formats or exchange standards but a single set of these that can inform an industry-wide patient health dataset.

Lack of meta-information and quality for unstructured data

  • Challenge: Unstructured data (such as clinical notes, radiology reports, and free-text entries) lacks essential meta-information (context, source details) and also suffers from inaccuracies, missing values and biases. Extracting meaningful insights from unstructured data becomes challenging without proper context. The vast volume of clinical data is unstructured, requiring processing before any value can be extracted. This means that fundamentally valuable revenue cycle data is often inaccessible to the health systems that might benefit from it.
  • Solution: Generative AI can make sense of unstructured data to create content that can then be analyzed for patterns and other valuable insights. Develop tools for capturing relevant metadata during data entry. Leverage natural language processing (NLP) to extract context and enrich unstructured data. At the same time, implement data validation checks, address missing data and assess bias systematically. Regularly audit data quality and correct discrepancies. Each of these steps helps ensure that the datasets being used are not only accessible but accurate.

Lack of systems interoperability

  • Challenge: Standards such as HL7 and FHIR exist but lack of adherence is an issue. Without consistently enforced standards in place for technological systems — like electronic health records or pharmacy and lab databases — to easily share healthcare data electronically, the effort that it takes for a health system to be interoperable can create a barrier to information exchange.
  • Solution: Providers can overcome challenges of interoperability by integrating large language models (LLMs) with host/legacy systems and other systems of record, not only at a facility level, but across all locations and across all instances of EHRs. This will allow for system-wide datasets that follow industry standards and vendor-specific requirements for data management.

Regulatory compliance and privacy

  • Challenge: The Health Insurance Portability and Accountability Act (HIPAA) regulates the use of sensitive patient health information and prohibits its broad disclosure to those who do not need to access it. Any dataset containing protected health information (PHI) therefore must be built to align to these federal restrictions. Aggregating data while adhering to HIPAA regulations and ensuring patient privacy is critical.
  • Solution: Understand HIPAA’s permitted uses and disclosures. Obtain patient consent when necessary. Regularly review privacy policies and practices. Regarding data usage, ensure proper de-identification of patient data to protect privacy, and adhere to the minimum necessary standard, sharing only relevant information. Implement robust access controls, encryption and audit trails to secure patient data.

The bottom line

Robust AI models are informed by thousands of variables and consume billions of transactions. The more variables provided to inform models, and the greater the volume and variety of data available for consumption, the more complete and valuable models become — providing better and faster insights at the point of decision.

For many health systems, however, this type of processing power can be difficult to support in house; in these situations, a revenue cycle data partner can be an invaluable asset, not only to assist in processing the data but also to provide insight into normalized, holistic analyses from other organizations.

Revenue cycle data is only as valuable as the access an organization has to it. Data analysis requires persistent efforts from a diverse team of problem solvers as well as a robust, diverse dataset — ensure your organization has both available to it.

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What Is a Reference-Based Pricing Plan? https://www.ensemblehp.com/blog/what-is-a-reference-based-pricing-plan/ Wed, 01 May 2024 13:28:15 +0000 https://www.ensemblehp.com/?p=12967 Reference-Based Pricing plans pay based on a benchmark set by an administrator, rather than based on services rendered or value derived. … Read More

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What you need to know

Reference-Based Pricing (RBP) plans: RBP plans pay providers, labs, clinics and hospitals based on an established benchmark set by a third-party administrator, rather than rates based on services rendered or value derived, like traditional private health plans. RBP plans do not offer in- or out-of-network tiers. Providers may choose not to accept these plans for scheduled non-emergency services or elective services.

What's the difference between Reference-Based Pricing plans and other commercial health plans?

Reference-Based Pricing removes the economic predictability that a contracted fee schedule provides. The model also upsets the existing economic structure of health plans, which relies on:

  • Network involvement: The discount provided to the payer or third-party administrator through a managed care agreement is provided in exchange for network participation.
  • Benefits from participation: The network then channels patient volume to the provider. In other words, the provider is discounting their rates and agreeing to payment and Utilization Management protocols in exchange for patient volume.

Under the RBP process, however, the provider’s reimbursement is unilaterally discounted by the RBP administrator, and the provider receives no volume increase in exchange.

Who's driving the adoption of these plans?

Adoption of RBP plans has been driven by employers. According to 2019 data, less than 2% of employers were using an RBP plan but 10% were actively considering it for future use. As employer-sponsored health plan costs continue to rise, more employers will be looking at alternatives like RBP plans.

Why might employers choose this type of plan?

Employers want financial savings and less expensive options while also meeting their obligations to provide health coverage under the Affordable Care Act (ACA). RBP plans meet that need, and often reduce an employer’s healthcare claims spending by 20% to 30%.

These savings, however, are accomplished by shifting the cost of care away from the employer to the employee and the employee’s providers. Employers adopting RBP plans arguably prioritize financial savings over service or employee experience.

How should providers go about accepting RBP plans?

If you choose to accept RBP plans for scheduled non-emergency services or elective services, then consider the following:

  • Providers: Be sure to think through your out-of-network billing policies for scheduled non-emergency services. RBP plans often increase bad debt for providers. You may consider seeking a Single Case Agreement from the RBP plan in advance of rendering the service.

  • Patients: Providers have a responsibility to educate patients on these types of plans so patients may understand how RBP will impact their own financial responsibility for the non-emergency services sought.

FAQ

When can providers choose not to accept a Reference-Based Pricing plan?

Providers have the option not to accept these plans for scheduled non-emergency services or elective services. For emergency services, patients with private or commercial health coverage, including employment-based group health plan coverage, are protected from balance billing under the No Surprises Act (NSA) and sometimes state law. Any decision not to accept RBP plans should include review by your legal and compliance advisors.

Who sets the rates? How is the benchmark defined?

Employers engage third-party administrators (TPA) who develop pricing according to a reference or benchmark, like Medicare, and often use provider cost reports to do so. The TPA will develop rates in reference to that benchmark and which they think is fair, but without the provider’s agreement or consent.

What sort of agency do providers have for recouping payment for non-emergency services or elective services?

There are two possibilities when it comes to provider involvement:

  • Dispute the rates: This is specifically relevant to elective procedures, educating patients regarding what their plan does not cover. Alternatively, providers can still bill patients, but must notify them that they’ll be billed. The patient then contacts the plan, so that the plan negotiates with the provider. Essentially, the Reference-Based Pricing model uses the patient as the AR follow up person rather than staff. Without the plan’s intervention, the patient may be “balance billed” for the remainder of the provider’s fee.

  • Work out additional payment: Providers don’t know what the rate will be — the standard notice under NSA simply states that this provider doesn’t participate with the insurance plan. This then gives the provider an opportunity to work out additional payment, since the patient has to go to their health plan, and then the plan goes back to the provider to address any remaining differences.

 

Get in touch with one of our experts to learn more about Reference-Based Pricing plans and how they may impact your revenue cycle.

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Tips for Providers Thinking of Going Out of Network https://www.ensemblehp.com/blog/tips-for-providers-thinking-of-going-out-of-network/ Mon, 17 Jul 2023 20:56:42 +0000 https://www.ensemblehp.com/?p=11306 Understanding the implications and implementing a well-thought-out strategy is crucial to providers considering going out of network. … Read More

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Considering the decision to go out of network with a payer? Understanding the implications and implementing a well-thought-out strategy is crucial. Discover how to navigate the process of debating going out of network effectively to optimize your healthcare organization’s financial stability and patient care.

Why Consider Going Out of Network?

One common reason for health systems to exit a payer’s network is the inability to reach mutually agreed-upon reimbursement rates and terms during contract negotiations. Years of challenges with timeliness, accuracy and costs of pursuing full reimbursement from an insurance company often lead to this last-ditch effort.  

Impact on Providers

Two of our clients recently leveraged an out-of-network strategy that ultimately resulted in contract rates double the standard annual increase of 2%-3% for each year of their agreement. One of the organizations only went out of network for a matter of hours before settling on a higher rate with the payer. The other merely threatened to exit the network, leveraging social media and community news outlets to make their position public and put pressure on the payer to come to the table with more reasonable rates.  

Impact on Payers​

The impact of going out of network varies based on the size of the health system.  It can challenge network adequacy for government-sponsored plans, disrupt network access for commercial patients and their sponsoring employers and increase payment for out-of-network services.

Tips for Considering + Implementing an Out-of-Network Strategy With Major Payers​

Assess Current + Prospective Out-of-Network Patient Volume

Review patient volume metrics such as primary care attribution by plan type, elective procedures by plan type and patient referral patterns. If the emergency department is a primary access point for patients, the non-participating status will have a lesser impact to patient volume since all emergency services qualify for in-network benefits regardless of participation status.

Be Selective About In-Network Services

Consider keeping primary care, OB/GYN and pediatricians in-network to maintain HMO patient attribution. This is especially important for temporary out-of-network periods. It also mitigates disruption of PPO member attribution to the primary care physicians, allowing patients with out-of-network benefits to still be referred to the out-of-network facility for elective procedures. 

Educate Physicians About the Out-of-Network Experience

Reassure primary care physicians and staff about the implications of being out of network and its impact on access to care. Provide a clear roadmap of expectations and reinforce the need to have privileges at a participating facility.   

Connect With Impacted Self-Funded Employers

Rank and engage the top 10 self-funded employers utilizing the out-of-network plan. Consider offering direct-to-employer network rates or alternative insurance carriers. Consider petitioning the payer for renegotiation to restore your organization to the network.  

Keep Patients Informed + Engaged

Educate patients about the implications of being out of network for each service and plan type, including the distinctions between medical emergencies and elective procedures, whether they have secondary coverage and different plan types. Utilize existing communication channels such as patient portals and targeted outreach via mail or phone. Ensure staff are available and equipped to address specific patient questions through a centralized call center. 

Make Your Position Public

As payer/provider contract negotiations become more public, consider sharing your stance with community media outlets to shed light on your position. Clearly state your position and support it with available data to demonstrate the gap between reimbursement and cost, supporting your rationale for a higher negotiated rate.  

Prepare Your Operators for a Smooth Transition

Ensure your Patient Access team is prepared to accurately schedule and register patients and answer coverage-related questions. Update processes and tools to identify at-risk accounts and ensure compliance with the No Surprises Act and any applicable state surprise billing laws. Evaluate utilization management procedures as well as billing and collections processes to effectively manage out-of-network claims. 

In Summary

When healthcare organizations consider the decision to go out of network with a payer, it requires careful analysis and planning.

Whether it’s a temporary tactic to strengthen negotiations or a permanent decision, assessing patient volume, providing comprehensive education to staff and patients, and engaging employers are critical components for a smooth transition. By proactively managing these factors, organizations can navigate this shift successfully to strengthen financial performance and continue delivering high-quality care to their communities. 

Ensemble Health Partners offers comprehensive revenue cycle managed services to clients, including strategic guidance for health system executives and managed care departments to improve payer relationships. We support our clients with out-of-network strategy analysis and operationalization. Our payer strategy experts have more than 15 years of experience leading payer negotiations, educating managed care teams and effectively addressing and resolving payer challenges.

Brad Gingerich has 16 years of experience in managed care and revenue cycle operations, designing and implementing national payer strategies for large health systems.

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What Is Healthcare Revenue Cycle Management? https://www.ensemblehp.com/blog/what-is-healthcare-revenue-cycle-management/ Fri, 07 Jul 2023 21:15:30 +0000 https://www.ensemblehp.com/?p=11272 Healthcare organizations must fund care they deliver. Healthcare revenue cycle management handles all collection-related tasks. … Read More

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Hospitals and healthcare providers are critical pillars in their communities, delivering much-needed care and wellness resources to the people they serve.

But just like any other business, healthcare organizations must fund the care they deliver. They rely on various sources of revenue to keep their facilities open and up to date, buy necessary medical supplies, invest in advanced equipment and compensate their clinical and administrative staff for the work they do each day.

Healthcare revenue cycle management (RCM) covers the business side of healthcare and includes all tasks associated with the management and collection of revenue generated by healthcare organizations from patient care episodes, from initial patient intake through complete payment collection.

Healthcare Revenue Cycle Basics

The healthcare revenue cycle starts as soon as the patient’s care journey begins with scheduling an appointment or hospital visit. It concludes once the healthcare provider receives complete payment from insurance companies, the patient or both, for the care they delivered.

There are four Ps in the revenue cycle ecosystem:

    • Patient (which you’ve likely been at one point).

    • Provider is a term used for healthcare organizations and their practitioners across all types of care settings, from physician offices to hospitals to long-term care facilities.

    • Payor typically refers to one of the more than 1,600 insurance companies responsible for reimbursing providers for the care delivered to their members. This includes government entities like Medicare and Medicaid and commercial insurance companies like Blue Cross Blue Shield and Cigna.

    • Payment can be structured in a variety of ways based on the types of contracts established between the payors and providers, including traditional fee-for-service contracts, where providers collect payment based on the services they deliver, and value-based care contracts where payment depends on the quality of care delivered and the sustained health of the covered patients.

What is Revenue Cycle Management?

Healthcare revenue cycle management involves the orchestration of thousands of tasks that occur throughout the four main stages of the patient’s care journey:

  • Scheduling
  • Registration
  • Care Delivery + Documentation
  • Billing + Collections

Successful revenue cycle management provides a positive experience for patients and ensures providers get paid exactly what they are owed for the services they deliver.

Here’s a summary of what’s going on in the revenue cycle during an episode of care:

Step 1: Scheduling an Appointment.

In the revenue cycle, this is known as pre-arrival services.

Unless it’s an emergency, patients usually schedule appointments themselves or respond to appointment requests initiated by their physician. For example, you may call a provider to schedule an annual physical, or a provider may contact you to schedule the knee CT scan that your doctor ordered as a follow-up from your last visit.

During this step, key information is collected from the patient and documented in the provider’s electronic health record system. This information includes details about the appointment, the patient’s identification, and health insurance coverage and is critical to building an accurate final bill. We’ll dive into that more during the billing and collections phase.

Behind the scenes, coordination occurs to ensure the patient receives the most appropriate care and that the patient’s health insurance company will cover the scheduled services. This authorization process, or agreement from the payor to reimburse the provider for the scheduled services, is critical but cumbersome. Failure to receive authorization from the payor could mean the services rendered won’t be reimbursed. The process can also significantly delay care, with some insurance plans requiring 48-hour prior approval for services or taking more than seven days to provide the necessary authorization.  

Specific revenue cycle functions in Pre-Arrival Services include:

  • Digital Patient Engagement
  • Scheduling + Appointment Management
  • Pre-registration + Financial Clearance

Step 2: Arrival + Intake

Referring to a patient's initial encounter with the healthcare organization, this is called Patient Access.

When the patient arrives for their visit, their identity and health insurance coverage are reviewed and verified. Ideally, there is also a review to determine if the patient qualifies for any financial programs, if needed, to ensure all available avenues for financial assistance are provided to the patient.

Most healthcare organizations also offer an estimate of a patient’s financial responsibility, or what they will owe for their visit. They can also provide financial counseling to help patients understand their health insurance coverage and provide the opportunity to make an upfront payment or establish payment plans before they leave to help streamline the billing process and eliminate financial uncertainty.

Specific revenue cycle functions in Patient Access include:

  • Registration
  • Financial Clearance
  • Point-of-service Patient Collections
  • Financial Counseling (for uninsured + underinsured patients)

Step 3: Care Delivery + Documentation

This is known as "the critical middle" or the revenue integrity function.

When the patient receives care, the clinical staff document the visit, including procedure and diagnosis details. This documentation is translated into standard alpha-numeric codes, which are then associated with charges defined in the provider’s charge description master (CDM) – a database of costs associated with every item, service and supply available within the facility.

The specificity of procedure and diagnosis codes, substantiated by thorough clinical documentation, significantly impacts what the provider will ultimately be paid – hence the RCM moniker “critical middle.”

During patient care delivery, teams continually monitor the patient’s status and treatment plan to ensure they receive the right amount of care at the right time in the right setting. Just as failure to obtain required prior authorization can result in lack of payment, so can delivering care that’s not deemed medically necessary by the health insurance plan. For example, if a patient stays longer than three days in the hospital for a knee replacement surgery that has no additional complications that would medically require a longer stay, the payor could deny the bill because the standard of care for knee replacements dictates that a patient should only stay for three days or less.

Specific revenue cycle functions in Revenue Integrity or Mid-Revenue Cycle include:

  • Health Information Management (HIM)
  • Coding
  • Clinical Documentation Improvement (CDI)
  • Utilization Review
  • Charge Description Master (CDM) Management
  • Charge Capture

Step 4: Medical Billing + Collections

The final phase of the revenue cycle management process is known as "the back end" or business office.

This phase covers all activity related to claims management and collecting payments from both health insurance companies and patients based on their financial responsibility.

A medical bill begins as a claim, which contains all information necessary to receive payment for the services rendered by a healthcare organization, including patient demographics, medical codes and charges. The claims management function involves reviewing each claim for accuracy and submitting claims to the appropriate payors for reimbursement.

Revenue cycle teams monitor the status of submitted claims to ensure they collect the money owed for accounts receivable (AR) in a timely manner. The accuracy of the claim, effectiveness of AR follow-up and scrutiny of remittance (or payment received) all impact the speed and accuracy of insurance reimbursement.

Payment delays can occur because of issues like claim denials and underpayments, which cause costly rework to be resolved. Claim rejections and denials occur when the payor disagrees with the charges or requires more information or different submission specifications to process the claim.

Underpayments occur when payors don’t reimburse the full amount owed for services rendered or when providers commit coding or documentation errors that lead to incomplete or incorrect billing for the delivered care.

Once insurance has paid its portion of the claim, remaining patient balances are routed to teams that specialize in collecting patient payments. If patient collections are unsuccessful after a certain period, they are often referred to a debt collection agency, and the balance is considered bad debt.

Specific revenue cycle functions in the Medical Billing and Collections process include:

  • Claims Management
  • Billing
  • Insurance Accounts Receivable
  • Patient Financial Services
  • Denials Management
  • Underpayment Recovery
  • Bad Debt Collections

Common Revenue Cycle Management Challenges

Unfortunately, the healthcare revenue cycle is an error-prone process with hundreds of data handoffs and complex rules, making it incredibly challenging to capture proper reimbursement while ensuring a positive patient experience.

Complications that arise in the revenue cycle can result in costly setbacks for healthcare organizations, including decreased patient satisfaction, and therefore, patient volume, regulatory audits and fines due to non-compliant practices and delayed or lost revenue due to denials, underpayments, uncollected AR and bad debt.

Common revenue cycle management challenges for healthcare organizations include:

Overwhelming Complexity

Effective revenue cycle management requires in-depth knowledge of more than 70,000 medical codes used to document care, thousands of line-item charges in CDMs and thousands of pages of payor policies.

According to the American Hospital Association, there are more than 130,000 pages of Medicare rules and regulations, most of which cover how to submit claims for payment. Payor rules can change by the day, with tens of thousands of policy updates issued each year. Healthcare providers must understand every rule, monitor and interpret changes, then adjust systems and amend processes as needed to accommodate payor requirements.

Lack of Experienced Resources

Labor shortages and the global talent pool of a remote workforce have made it difficult for healthcare providers to fill even entry-level positions in revenue cycle departments, let alone highly specialized senior positions.

A lack of adequate, accessible and up-to-date training limits the ability of providers to up-skill staff or train new hires to manage complex RCM tasks.

When short-staffed, employees often wear multiple hats, which diminishes performance and prevents functions from being managed to the level of specificity required to avoid revenue loss.  

Disjointed Systems + Error-prone Processes

The average healthcare organization’s revenue cycle is often fraught with disconnected systems, data silos and manual processes. This disconnect and inefficiency make it difficult to cohesively manage operations, accurately pinpoint systemic issues and effectively manage costs associated with collecting revenue.

Processing errors or inaccurate data at any point throughout the revenue cycle can lead to delayed reimbursement, lost revenue or regulatory compliance risk for providers. Unnecessary rework to fix errors and reprocess claims requires valuable resources and decreases productivity.

Disparate systems and information silos make it difficult to gather, normalize and analyze data. This data helps to assess financial and operational performance, identify trends and patterns to strengthen rule sets or fuel machine learning algorithms and ensure accurate reimbursement.

What Are the Key Components of a Successful Revenue Cycle Management Program?

The most successful healthcare revenue cycle management programs focus on expert revenue orchestration with the proper technique, talent and technology, underscored by a constant focus on patient connectivity.

Technique

Tried and true best practices are critical to a well-run RCM operation. A clear understanding of the revenue cycle as a system allows expert operators to break down traditional silos and streamline processes, taking lessons learned from trillions of transactions to bridge data gaps across departments and eliminate inefficiency.

Talent

Experienced and capable talent is at the core of every good RCM program. Staying ahead of the pace of change and adapting to the complex RCM environment requires competent leadership, specialized experts, well-trained staff and a highly collaborative work environment. Best practices must be well documented and hardwired into evergreen training tools and resources to ensure everyone is operating at the top of their license.

Technology

Working smarter by leveraging modern technology and true business intelligence is essential for a successful RCM function. The right RCM technology can help automate repetitive manual tasks, prioritize exception-based workflows and continually learn from patterns to detect anomalies and prevent errors. In addition, the right technology can provide robust business intelligence to guide strategic decision-making and reveal insights into performance.

In Summary

While expert revenue cycle management may be outside most healthcare organizations’ core competency, it’s critical to their missions, nonetheless. They often lack the capabilities to efficiently manage and optimize their revenue cycle operations because the complexity requires a degree of operational expertise and scaled investments in talent and technology that many health systems struggle to prioritize. Luckily, healthcare providers have a range of options to drive successful revenue cycle management, from low-commitment operational assessments to end-to-end revenue cycle management with an experienced partner

According to one healthcare organization CEO, “There’s only so many levers of opportunity for improvement in margin right now, so if you’re not focusing on your revenue cycle, you’re really missing one of the biggest opportunities out there to make an impact on your system.”

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