Amy Summers | SVP, Marketing & Commercial Ops | Ensemble Health https://www.ensemblehp.com/blog/author/amy-summers/ Your modern revenue cycle solution Fri, 27 Jun 2025 11:30:34 +0000 en-US hourly 1 https://www.ensemblehp.com/wp-content/uploads/2023/10/Logo-Chevron-80x80.png Amy Summers | SVP, Marketing & Commercial Ops | Ensemble Health https://www.ensemblehp.com/blog/author/amy-summers/ 32 32 An End-to-End RCM Partner Is Not a Traditional Vendor https://www.ensemblehp.com/blog/an-end-to-end-rcm-partner-is-not-a-traditional-vendor/ Thu, 29 Aug 2024 14:33:29 +0000 https://www.ensemblehp.com/?p=14603 An end-to-end RCM partner shapes strategy throughout the revenue cycle, while traditional vendors operate at a task level. … Read More

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What you need to know

While many health systems work with RCM vendors to handle financial transactions at a task level, the true benefits to the revenue cycle lie in forming one strategic, end-to-end RCM partnership. With careful management at every stage of the revenue cycle, this type of partnership can drive sustainable growth, improve patient satisfaction and help to ensure the long-term success of an organization.

Healthcare CFOs must ensure the financial health of a health system, not only through meticulous oversight but through strategic foresight. The choices they make around revenue cycle management (RCM) can have a significant impact on the current and future health of their organization.

The first and most major question many face is how to properly implement RCM processes. Management options have traditionally included:

  • Keeping management in house, driven by staff who are primarily focused on care
  • Contracting out with RCM vendors, ensuring revenue-related tasks are completed
  • Establishing a strategic RCM partnership to drive tech and talent in service of long-term goals

Each of these options can address revenue cycle needs, but only one helps focus and shape the efforts and outcomes that matter the most to a particular health system. Let’s take a closer look.

An RCM partner frees up in-house resources

Effective revenue cycle management ensures that healthcare providers are paid for their services in a timely and accurate manner, critical for maintaining financial stability and supporting care initiatives. However, hospitals and health systems already have a primary mission in place that does not address revenue cycle needs. That mission: providing the best care for patients.

As payers increase their expenditures around artificial intelligence technology meant to assist in denying claims, health systems struggle to keep up with these focused investments, given limited funds and staff available in-house to put toward the latest revenue cycle advancements.

For many, outsourcing revenue cycle management emerges as the best answer — but how a system goes about implementing this process can drastically shift the outcome. There are critical differences between simply signing with third-party RCM vendors versus crafting a robust relationship with an end-to-end RCM partner.

The best revenue cycle management companies are those that understand how to balance proactive management of all aspects of staff and systems with long-term strategic planning to ensure providers continue to be supported at every stage of the revenue cycle.

Traditional outsourced revenue cycle management has limitations

Hiring RCM vendors to handle tasks might seem like a straightforward solution to manage the revenue cycle. After all, most health systems already contract with vendors for a variety of services, including food, janitorial and even pharmaceutical offerings.

It’s critical to note, however, that the aforementioned services don’t require regular interfacing at the executive level, nor are they intertwined with long-term strategies that can make or break a health system’s stability.

Without the integration of a strategic revenue cycle partnership, simply outsourcing on a task level in RCM can fall short in several key areas:

  • Transactional relationship: Vendors typically operate on a transactional basis, focusing on the completion of specific tasks rather than the overall financial health of the organization. An efficient and effective RCM partnership will ensure that operators are always marching toward the most critical KPIs in line with an agreed-upon strategy.
  • Limited customization: One-size-fits-all vendors may offer standardized solutions that do not fully align with the unique needs and goals of a particular health system. A true RCM partner will customize scope and carefully consider what success looks like on a system-wide basis, ensuring that each organization measures the outcomes that matter to them.
  • Minimal executive involvement: Traditional RCM vendors often lack the high-level executive engagement necessary to drive strategic improvements and align RCM processes with broader organizational objectives. An RCM partner should be a partner in more than just name; make sure there’s someone to reach out to when challenges arise.

A true RCM partnership brings numerous benefits

In contrast to the traditional vendor outsourcing dynamic, an end-to-end RCM partnership offers a collaborative approach that extends throughout the revenue cycle. Since a strategic partner plays a role at every stage, it can readily manage any interdependencies that arise, in a way that a vendor operating on a task-by-task basis simply cannot.

This holistic approach unlocks numerous areas of value, including:

Strategic alignment

An RCM partner works closely with the health system to understand its strategic goals and align RCM processes accordingly. This ensures that every aspect of the revenue cycle supports the organization’s broader objectives, from improving patient satisfaction to optimizing financial performance.

Customized solutions

Unlike task-oriented vendors, the right RCM partner will provide tailored solutions that address the specific challenges and opportunities of a particular health system. This customization leads to more effective and efficient RCM processes, ultimately resulting in better financial outcomes.

Regular executive involvement

One standout feature of an RCM partnership is the regular involvement of senior executives. This high-level engagement ensures that strategic decisions are informed by deep industry expertise and a comprehensive understanding of the health system’s needs. Executive involvement also facilitates continuous improvement and innovation in RCM processes.

Enhanced data analytics

An innovative RCM partner can leverage advanced data analytics to provide actionable insights into the health system’s financial performance. These insights enable CFOs to make informed decisions, identify areas for improvement and implement strategies that drive revenue growth and operational efficiency.

Improved compliance and risk management

Navigating the complex regulatory landscape of healthcare requires a proactive approach to compliance and risk management. Because of its strategic orientation, an RCM partner brings specialized knowledge and expertise to help a health system remain compliant with relevant regulations.

Scalability and flexibility

As health systems grow and evolve, their RCM needs may change. An RCM partner offers the scalability and flexibility to adapt to these changes, ensuring that the health system’s revenue cycle processes remain effective and efficient over time.

Each of these factors can significantly enhance the financial performance and operational efficiency of a health system.

The right RCM partner offers a measurable impact

A robust RCM partnership can also provide a significant competitive advantage. By leveraging the expertise and resources of an RCM partner, health systems can differentiate themselves through superior financial performance and patient care. In fact, the benefits of a true RCM partnership often extend beyond financial performance. These include:

  • Enhanced patient experience: Efficient RCM processes lead to faster and more accurate billing, reducing patient frustration and improving overall satisfaction. A positive patient experience is crucial for building trust and loyalty, which can drive patient retention and referrals.
  • Financial stability: By optimizing revenue cycle processes, an RCM partnership helps health systems achieve greater financial stability. This stability enables the organization to invest in new technologies, expand services and improve facilities, all of which contribute to better patient care.
  • Operational efficiency: Streamlined RCM processes reduce administrative burdens and free up staff to focus on more strategic initiatives. This operational efficiency leads to cost savings and improved productivity across the organization.
  • Data-driven decision-making: Access to advanced analytics and insights empowers CFOs to make data-driven decisions that enhance financial performance and operational efficiency. This strategic approach ensures that the health system is well-positioned to navigate industry challenges and capitalize on opportunities.

The bottom line

For health system CFOs, the choice between simply hiring RCM vendors and forming an actual RCM partnership is clear. An RCM partnership offers a strategic, collaborative and customized approach that delivers superior results.

Moreover, by partnering with an RCM expert, health systems can focus on their own core competencies — delivering high-quality patient care. This allows healthcare providers to allocate more resources and attention to clinical operations, ultimately enhancing patient outcomes and satisfaction.

With benefits like regular executive involvement and enhanced data analytics, the right RCM partnership can transform the financial and operational performance of a health system. By embracing this partnership model, a health system can drive sustainable growth, improve patient satisfaction and help to ensure the long-term success of their organization.

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

Contact Ensemble Health Partners to find out how an end-to-end partner with proven results can help secure your organization’s financial future.  

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5 Key Focus Areas for Healthcare’s Future https://www.ensemblehp.com/blog/focus-areas-healthcare-future/ Tue, 03 Oct 2023 17:04:41 +0000 https://www.ensemblehp.com/?p=12214 In a rapidly shifting industry, here are five areas of focus to help you face healthcare’s future with confidence. … Read More

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One of the only constants in healthcare is change. It’s an industry that shifts rapidly, leaving savvy industry leaders working to shift their strategies with it.

Consider nontraditional healthcare players and the impact they’re having on prominent health organizations. While Dollar General may be your patients’ variety store of choice today, its recent introduction of trial primary care clinics may mean the future of healthcare access for millions of Americans who live within a five-mile radius of a Dollar General branch. In fact, a 2022 Bain & Company report predicted that nontraditional healthcare players could capture up to 30% of the total market share in less than a decade.

Whether it’s nontraditional players or traditional competition, the pressure seems to come from all sides. In an industry buffeted by a global pandemic, facing constant cybersecurity risks and grappling with financial turmoil, here are five areas of focus to help you face healthcare’s future with confidence.

Protect your revenue with a managed care strategy

    • Know your data + go in with an ask. Analyze your payors for performance and parity against others. Avoid relying on price transparency data only as other providers could be accepting sub-par contracts that won’t work for your system.
    • Plan for adequate + ample communication. You can’t solve every concern in one message, so know your audiences and plan specific messages for each. Keep channels of communication in mind as you develop talk tracks. Educate patients on the reality and implications of providers going out of network with their insurance plan, and what that means for the care they can access. Establish patient call centers to answer any questions and ensure patients know how to receive covered care.
    • Assume everything you write will become public. Prepare escalation letters and payor correspondence with the assumption that they’ll be shared with the media. Leverage every opportunity to reinforce your story and your strategy — always reiterate why renegotiation is critical for your organization and your patients. Don’t create an opportunity for negative publicity by writing something that can be taken out of context.
    • Be prepared to be out of network. Eleventh-hour negotiating is the new norm. Keep all stakeholders engaged and informed during the process. Deploy rigorous project management techniques to keep everyone aligned and to ready the organization for the impact of being out of network.

Make sure direct EMR access for payors benefits providers

  • Don’t give your EMR data away for free. Your electronic medical record data is one of your organization’s most valuable assets and payors are willing to pay a high price for access.
  • Bring the right subject matter experts to the table. Establish key players from the outset. RCM leaders, managed care leaders, an Epic or EMR liaison, stakeholders from IT or Compliance, representatives from the payor — each of these entities might have reason to be included in discussions about direct payor access to your EMR. Empower the voices you want to hear in order to ensure that your interests are equally represented.
  • Make sure EMR access agreements are mutually beneficial for providers and payors. Before providing access, ensure there are clear terms designed to drive value for providers. Consider eliminating request-for-information denials, moving to real-time prior authorizations and sharing payor cost savings from efficiency gains.

Build a proactive cybersecurity strategy

  • Don’t assume healthcare is immune from the worsening risk environment. Geopolitical, intelligence, criminal and cybersecurity risks continue to rise as the world becomes more complex. Because healthcare organizations have vital assets like money, know-how, technology and data, these organizations will likely be increasingly targeted via cyber intrusion, insider exploitation, facility entry or a combination thereof.
  • Know that healthcare executives are at risk, not just organizations. Healthcare organizations have long been ransomware targets, as they often can’t afford to be offline due to the critical services they provide. Now, to ensure a ransomware payout, threat actors are increasingly targeting healthcare executives on their personal devices and using deep research to focus on personal aspects of their lives.
  • Make knowledge a priority. Too often, cybersecurity has been viewed as an IT issue, but effectively securing an organization against cyber threats requires engagement across the entire executive team — not just CISOs. All executives should regularly participate in risk management exercises and be prepared with actionable strategies to reduce the threat impact on their personnel, operations and technology.
  • Weigh the value of a periodic risk assessment conducted by an outside firm. It’s difficult for in-house risk management and security personnel to regularly, comprehensively and objectively assess the strengths and vulnerabilities of their own organization’s risk management efforts.

Focus on the practical uses of AI in healthcare

  • Don’t be distracted by the hype. Automation isn’t new — from text-based scripts to Excel macros, visual basic to bulk adjustments or rules engines, healthcare has long relied on automated processes.
  • Don’t automatically assume “Artificial Intelligence” is good. Just because a tool utilizes AI does not mean that it will have a revolutionary impact — or even a positive one. Writing for machine learning isn’t difficult, and there aren’t always great yields.
  • Consider what matters. The biggest factors that impact applied AI’s success are the composition of underlying datasets and the training that goes into results. The usefulness of AI results will only be as strong as the components it’s built upon.
  • Embrace the possibilities. Increased computing power has unleashed large language model training, providing full visibility and accessibility into AI rather than treating it as “black box” technology. Industries can now fully leverage unstructured data, which makes up 80% of healthcare data. Generative AI also represents a major step, creating new output from prompts or existing data.
  • Know the practical applications of AI. Natural language processing and generative AI offer the chance to quickly analyze large datasets, use predictive machine learning and answer critical questions.
  • Understand AI’s impact on the revenue cycle. AI can help align incentives, boost interoperability and ensure or track adherence to agreed-upon standards.

Look for private equity/health system partnership opportunities

  • Consider a partnered investment with a path to full ownership. This structure offers two related options: a Joint Venture, where health system assets are combined with a private equity-backed company, or Co-Investment, where the two entities jointly acquire a strategic but potentially sub-scale asset with the health system and private equity (PE) firm both providing initial capital. Structure the transaction so there is a path to full ownership as the company scales and your health system’s priorities evolve.
  • Monetize internally developed technology and capabilities. Carve out internally developed capabilities or technology as a standalone asset owned in part by a PE firm. In these situations, the health system will often remain a minority owner and commercial partner to continue benefitting from internally developed capabilities. This type of transaction allows your health system to focus on caring for patients and generates cash to invest in more strategic priorities.
  • Co-invest with commercial relationships. Leverage both the health system‘s operational experience + industry relationships and the PE firm‘s experience growing businesses and executing on value creation/M+A to build a best-in-class company. Invest for profit and then use the proceeds to invest in your health system‘s most strategic priorities.

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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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What Is a Revenue Cycle Assessment + Why Is It Important to Healthcare Providers? https://www.ensemblehp.com/blog/what-is-a-revenue-cycle-assessment-why-is-it-important-to-healthcare-providers/ Fri, 16 Jun 2023 14:50:02 +0000 https://www.ensemblehp.com/?p=11011 Assessments are designed to evaluate effectiveness, identify areas for improvement and develop strategies for optimizing the revenue cycle. … Read More

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For healthcare organizations, ensuring financial stability is crucial to providing high-quality care to patients. One key aspect of financial management in healthcare is the revenue cycle, which encompasses all aspects of the patient billing process, from insurance verification and pre-authorization to claims submission and payment posting. Effective revenue cycle management is essential to ensure accurate and timely reimbursement for services rendered.

However, the healthcare revenue cycle process is complex and can be impacted by a range of factors. These include changes in regulations, complex reimbursement requirements, rapid shifts in payor policies, and evolving revenue cycle management and payment integrity technology. As a result, healthcare providers may face revenue cycle challenges that diminish their financial health and put their operations at risk.

Conducting a revenue cycle assessment can help healthcare organizations identify these challenges and develop a plan to address them. By improving the revenue cycle process, healthcare providers can optimize revenue and reduce costs to improve their financial health as well as their ability to deliver high-quality care to their communities.

What Is a Revenue Cycle Assessment?

A revenue cycle assessment is a comprehensive review of a healthcare organization’s revenue cycle process, from patient registration to billing and collections. Revenue cycle assessments are relatively popular with healthcare organizations, particularly those that are looking to improve their financial performance and streamline their revenue management processes. These assessments are designed to evaluate the effectiveness of an organization’s revenue cycle, identify areas for improvement and develop strategies for optimizing revenue collection and management.

The goal of a revenue cycle assessment is to identify strengths and weaknesses in the revenue cycle process and recommend improvements that can optimize revenue, reduce costs and improve the overall financial health of the hospital or health system. The assessment typically includes a review of policies and procedures, technology systems, staffing and training.

Assessments can be conducted internally by a healthcare organization’s finance or revenue cycle team, or they can be outsourced to a third-party firm that specializes in revenue cycle management. Teams should consist of experts with specialized knowledge of healthcare finance, revenue cycle management and regulatory compliance.

Benefits of a Revenue Cycle Assessment

  • Increased Revenue: A revenue cycle assessment can identify opportunities to improve revenue by streamlining processes and reducing errors. This can lead to increased cash flow, improved collections and a reduction in accounts receivable.
  • Improved Efficiency: An assessment can also identify opportunities to improve efficiency by streamlining processes and reducing waste. This can result in a more effective use of resources, reduced costs and improved overall financial health.
  • Enhanced Compliance: An assessment can help ensure hospitals and health systems are in compliance with regulatory requirements, such as HIPAA and Medicare billing rules. This can reduce the risk of audits, fines and penalties, which can have a significant impact on financial health.
  • Better Patient Experience: An efficient revenue cycle process can also improve the patient experience by reducing wait times, improving communication and ensuring accurate billing.

Key Components of a Revenue Cycle Assessment

A revenue cycle assessment typically includes the following components:

  • Patient Access: The assessment will review the patient registration process to ensure patient data is accurate and complete, and insurance information is verified and entered correctly.
  • Coding + Clinical Documentation: The assessment will review the coding and clinical documentation processes to ensure the medical claim accurately reflects the care delivered. This includes ensuring all necessary codes are included on claims and all required documentation is present to prevent claims rejections and denials.
  • Billing + Collections: The assessment will review the billing process to ensure claims are submitted accurately and in a timely manner. It will also examine the accounts receivable process to ensure payments are received on time and posted accurately. This includes identifying any outstanding balances, denials or underpayments and effectively addressing them.
  • Technology: The assessment will review the technology systems used in the revenue cycle process to ensure they are up to date and functioning properly. This includes reviewing electronic health record systems, billing software and other technology used throughout the claim life cycle.
  • Staffing + Training: The assessment will review staffing levels and training programs to ensure departments are appropriately staffed and staff members have the necessary skills and knowledge to perform their jobs effectively. This includes identifying areas where additional training may be needed.

Signs a Healthcare Organization Needs a Revenue Cycle Assessment

There are several signs a hospital may need a revenue cycle assessment, including:

  • Decreased Revenue: If a hospital’s revenue has decreased over time, despite maintaining the same level of patient volume, it may be a sign there are issues with the revenue cycle management process.
  • High Volume of Claim Denials: If a hospital is experiencing a high volume of insurance claim denials, it may be an indication there are issues with coding accuracy or other billing processes.
  • Billing + Coding Errors: If there are frequent billing and coding errors, it may be a sign the revenue cycle management process isn’t functioning optimally.
  • Long Accounts Receivable Cycle: If a hospital has a long accounts receivable cycle, it may be an indication there are issues with the revenue cycle management process, such as inefficient billing processes or poor collections practices.
  • Inefficient Processes: If the revenue cycle management process is inefficient and requires a lot of manual intervention, it may be a sign there is room for improvement. This can result in higher costs and decreased revenue.
  • Lack of Compliance: If a hospital isn’t in compliance with industry standards or regulations related to revenue cycle management, it may be at risk of incurring penalties or fines.

How Often Should Healthcare Organizations Consider a Revenue Cycle Assessment?

In general, it is recommended healthcare providers perform a revenue cycle assessment at least once every three to five years to ensure their revenue cycle processes are up to date and functioning effectively. However, some providers may choose to perform assessments more frequently, particularly if they have experienced significant changes in their revenue cycle processes or have identified specific areas of concern that require further analysis.

Additionally, it is important for healthcare providers to continually monitor and evaluate their revenue cycle processes on an ongoing basis, through routine reporting and analysis of key performance indicators (KPIs) such as point-of-service collections, denial rates and days in accounts receivable. By regularly tracking these metrics, providers can identify potential issues early on and take proactive steps to address them, which can help to minimize revenue loss and improve financial performance over time.

Key Considerations Before Committing to an Assessment

Before committing to a revenue cycle assessment, healthcare leaders should consider several factors to ensure the assessment is successful and provides value to their organization. Some of the key factors to consider include:

  • Objectives + Scope: Healthcare leaders should clearly define the objectives of the revenue cycle assessment, including the specific departments, processes and systems they want to evaluate and the outcomes they hope to achieve. This will help guide the assessment process and ensure it is aligned with the organization’s overall goals and strategic plan.
  • Budget: Healthcare leaders should also determine the budget for the assessment, including any consulting or technology costs. The budget should be realistic and aligned with the organization’s overall financial resources and goals. The cost of implementing any recommended changes identified during the assessment should also be considered.
  • Resources: Understand the resources that will be required to conduct the assessment, including personnel, data and technology. They should ensure they have the necessary resources in place to support the assessment and they will be available when needed.
  • Assessment Approach: Consider the approach that will be used to conduct the assessment, whether it will be done in-house or with the help of a third-party. The assessment approach should be aligned with the organizations’ goals, budget and available resources.
  • Communication: Healthcare leaders should ensure they have a plan in place for communicating with staff about the assessment goals, process and timeline. Results of the assessment should be clearly communicated to stakeholders, including staff, patients and board members. Consider how assessment results will be used to drive improvements and achieve revenue cycle goals.

In Summary

Revenue cycle assessments are an important tool for healthcare organizations that are looking to optimize their revenue cycle management processes and improve their financial performance so they can deliver exceptional care to people in their communities. By addressing these opportunities, healthcare providers can improve cash flow, increase efficiency, ensure compliance and enhance the patient experience.

 

Learn more about how a revenue cycle assessment could impact your organization and your financial health.

 


 

Ensemble Health Partners is a full-service revenue cycle management company, delivering holistic financial health for more than 250 healthcare providers across the country. Our partnerships begin with an operator-led assessment of end-to-end revenue operations, which typically uncovers 5% or more in net revenue improvement opportunity. Engage our RCM experts today to build your revenue optimization playbook.

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What Is Patient Experience + Why Is it Important to Healthcare Providers? https://www.ensemblehp.com/blog/what-is-the-patient-experience/ Fri, 02 Jun 2023 22:26:34 +0000 https://www.ensemblehp.com/?p=10805 Physicians, medical staff and organizations are responsible for a positive patient experience. Learn about the benefits this can provide. … Read More

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The medical profession is one that requires face-to-face interactions with patients on a daily basis. However, it’s not just the physician who’s responsible for creating a positive patient experience. The medical organization itself has a lot to do with how satisfied patients are, including facilitating a positive patient experience. Healthcare organizations should strive to provide an all-around positive experience for various reasons, from patient retention to improved staff morale. Determining how well your organization is performing within the patient’s perception first requires an understanding of the patient experience, how it differs from patient satisfaction and how to improve it, if and when necessary.

What Is Patient Experience?

“Patient experience” is a broadly used phrase with different meanings amongst different healthcare organizations. Unfortunately, there isn’t one standard definition, which can make it difficult to provide and measure. The Beryl Institute breaks down the multifaceted concept of patient experience into four critical themes: personal interactions, the organization’s culture, patient and family perceptions and the continuum of care.

The patient experience encompasses a wide range of interactions patients have within the healthcare system, with doctors, nurses and staff at hospitals, physician practices or other healthcare facilities. Patients place a lot of value on their experience when receiving care, such as whether appointments are timely, they’re provided with easy access to their health information and if healthcare providers are good at communicating necessary information.

For any organization looking to provide more patient-centered care, patient experience is essential. You need to be aware of the level of respectful, responsive care each patient receives. This includes how well the patient’s needs are met and values respected, as well as how much the health system values patient safety and effective care. For larger organizations, this information can be gauged through surveys and questionnaires, such as the Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS).

The Difference Between Patient Experience + Patient Satisfaction

While they sound similar (and are often used interchangeably), the patient experience is a different concept than patient satisfaction. Here are the key differences:

  • Patient satisfaction: Assesses whether a patient’s expectations regarding the healthcare visit were met. This can vary per patient based on their unique expectations as to how care should be delivered.
  • Patient experience: Determines whether specific, expected actions were taken during each visit or appointment, such as receiving clear communication or detailed instructions from the healthcare professionals before leaving, or being greeted by a staff member upon walking into the office.

While both play into creating a positive visit for patients, creating a positive patient experience is much more about determining set experience standards everyone should follow and doesn’t necessarily change based on treatments or reason for visiting.

Why Patient Experience Matters

Although the health system exists to help people, stepping into a healthcare setting can often make people anxious and uncomfortable. Creating a positive patient experience can do so much to help alleviate this and provide the following benefits:

  • Better patient safety, improved clinical outcomes and higher patient satisfaction scores
  • Shorter hospital stays and reduced readmissions
  • Greater equity in access to care (i.e., translation services, offering specific-needs support, etc.)
  • Improved staff morale and motivation leading to improved recruitment and retention
  • Greater patient engagement and empowerment related to their own healthcare
  • Reduced risks within the office, hospital, etc. (i.e., effective cleaning and maintenance to reduce or remove slip and trip hazards)

Patients who have a positive experience will generally feel more comfortable and less anxious during their visit, allowing for better engagement when discussing their health and care, supporting a better patient outcome.

Influential Factors for Patient Experience

Doctors and nurses are typically the ones with the most patient interaction on a daily basis. Still, when patients come in, they’re noticing much more — is the facility clean and maintained? Are administrative staff courteous and informative? Is the billing department helpful when questioned about affording patient care?

Obviously, the physician-patient relationship is an essential piece for a positive patient experience as they take charge of providing treatment options, preventative plans and discharge instructions. But those behind the scenes can help — or hinder — the overall patient care experience, even after a positive interaction with medical staff. These can include:

  • Administration: Reception, appointment letters, follow-up communications
  • Facilities Management: Food, cleaning, environment, parking, bathrooms
  • Clinical: Pharmacy, treatment, ward rounds, consultations, care delivery

Top Causes of Negative Patient Experience

If you find your organization is lacking in patient experience, there are a few common causes that could be to blame. While the following aren’t the only possible contributors to a negative patient experience, they should be the first places to review when looking to make improvements.

Limited Resources

When physicians have limited resources at their disposal, it can make practicing efficiently more difficult and leave patients with less options for care access. Are patients offered various ways to contact medical staff, such as over the phone, through a patient portal or via email? Are accessibility and diversity needs met such as language options and available primary and urgent care locations? How is the phone system handled? Can patients reach a person right away, or do they need to be processed through a call center or machine service? Can patients easily pay their medical bills online, over the phone or in-office? Doctors and medical staff are unable to provide the level of care they need if patients are unable to reach them in the first place.

Resistance to Change

Healthcare is a quickly evolving concept, constantly introducing new technologies and new processes. If at any point, anyone from a single nurse to the entire organization, resists necessary workflow changes, it can quickly sour the patient experience. Resistance to change can result in care delays, poor record-keeping and even an inability to collect payments for medical care effectively. If and when a new process is introduced, staff must be thoroughly trained on how to use it properly and attention must be given to ensure everyone follows the process.

Lack of Awareness

When it comes to patient care and services, there are a variety of options available to get the most out of their care. However, if medical staff are unaware of available services, patients aren’t getting access to the best healthcare support they can. A physician’s lack of awareness of available patient services could be limiting the usage of things like remote monitoring offered by pharmaceutical companies. Physicians should be educated about all available avenues of care, and patients should be offered any potential solutions that may be helpful for them.

Complex Healthcare System

Anytime complexities are introduced, the process becomes more difficult from start to finish. Patients need to be presented with a straightforward process, from making an appointment to receiving treatments and paying the bills. If they’re given the runaround regarding how to complete their care, it’s going to create a negative patient experience. No one likes to feel like they aren’t receiving a straight answer or as if they are being tossed around to different contacts to repeatedly retell their story, only to be directed elsewhere again. Processes should be examined to ensure they’re as straightforward and direct as possible.

Health Disparities

Empathy is important in healthcare, but disparities can indicate a lack of empathy for specific groups of people, whether due to socioeconomic status, ethnicity, gender, age, disability or sexual orientation. If the medical or administrative staff at any level of the health system lack empathy for particular groups of patients, their concerns and symptoms could be dismissed, leaving them without the answers or treatments they need, leading to a poor patient experience. Everyone should treat each patient fairly and provide the same, high level of care regardless of their demographics.

Strategies for Improving Overall Patient Experience

A poor patient experience shouldn’t be ignored. Healthcare professionals and organizations should always be looking to maintain and improve patient experience. Thankfully, there are strategies you can implement to improve it.

  • Maximize efficiencies to prevent delays or patient wait times by assessing your current operational and patient flow.
  • Focus on empathy through effective, caring and compassionate communication.
  • Listen to patients without interrupting.
  • Assure patients understand their treatment plan once discussed.
  • Overestimate the time it will take for evaluation and diagnosis, and over-deliver by accomplishing it more efficiently.
  • Keep patients informed if/when delays occur.
  • Address any patient anxieties and help them feel at ease and more comfortable.
  • Utilize the “teach-back method” when providing discharge instructions to confirm the patient’s knowledge.
  • Modernize patient access with more digital touchpoints.
  • Don’t forget about the wellness and morale of your staff and units — happy staff equates to happy patients.

Improve Patient Experience With Improved Revenue Cycle Management

Creating a positive patient experience is absolutely essential, from patient safety to healthcare quality. While the staff has a big role to play, so do the processes your organization has in place. One excellent way of improving the patient experience is by having an improved revenue cycle management process and with the help of Ensemble Health Partners, you can easily put your focus back on patients — not on their payments.

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Insights from Health System CEOs + CFOs on Where We Go from Here https://www.ensemblehp.com/blog/insights-from-health-system-ceos-cfos-on-where-we-go-from-here/ Tue, 06 Dec 2022 17:00:11 +0000 https://www.ensemblehp.com/?p=9830 It's time to redefine healthcare. Read three key strategies hospital executives are exploring (or should be) to survive the mounting pressure. … Read More

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We all agree – the time for redefining healthcare was yesterday. We’re stuck in an incredibly complex and fragmented system full of waste and redundancy, and it’s taking its toll.

The first quarter of 2022 was the worst financial quarter in history for hospitals and now they’re collapsing under their own weight.

We anticipate seeing a record number of hospital closures in the next six months with financial turmoil continuing for the next two years at least. CEOs across the board are assessing business lines and making difficult decisions to exit services as margin pressures continue to increase.

Here are three key strategies hospital executives are exploring (or should be) to survive the mounting pressure:

1. Stop Thinking Like a Hospital + Start Thinking Like a Trust Broker

Create an ecosystem of care and be a trust broker for patients within that system to help manage health outside of the hospital.

  • Invest in patient convenience. Acquire ambulatory assets, focus on outpatient care, and invest in primary care as feeder into your system. Help patients get the care they need when and where they want.
  • Focus on regional relevance, not scale, when assessing strategic options and partnerships. Expand to cover more patient touchpoints, not necessarily patients themselves.
  • Partner with community care organizations to redefine care delivery in your community, like providing mobile health to meet patients where they are and educate them on healthy choices.

Key questions to ask:

  • How do you go from hospital-centric contracts to outpatient and still have the right contracts to make money?
  • Dollars per RVU won’t work in population health models, so what physician compensation models are needed?

2. Make Sure You’re Getting Every Dollar That Someone Is Trying Not to Give You

The administrative burden to get paid what’s owed continues to go up for hospitals as payors continue to collect record profits. Maximizing revenue cycle efficiency is step one to preventing lost revenue and stabilizing costs, but there are more ways to improve margin.

  • Use pricing transparency to your advantage. Dedicate resources (or find a partner) to review rates across your region and with your competitors, then use that information to renegotiate favorable contracts with payors.
  • Assess your supply chain. Look for strategic sourcing opportunities and require volume commitments from your vendors.
  • Consider establishing health plans directly with employers. They’re feeling similar pain to hospitals.
  • Educate mid-level managers around financial stewardship and process improvement. Implement initiatives to build financial performance improvement into your organization, like one example shared where teams are required to identify and implement two changes every 30 days with positive financial impact.

3. Invest in Innovation (And Generate a Return)

Building a care network and innovating for the future of care delivery requires investment, but cost of capital is up, and debt issuance is down. With one third of hospitals likely to violate debt covenants this year and antitrust headwinds are the strongest they’ve been in 15 years, most health systems are looking to get creative to accelerate innovation and generate new revenue.

  • Have venture funds in your capital structure. Healthcare finance has meant revenue cycle, to the exclusion of other things like VC, but there’s a critical mass of VC that know how to partner with health systems and want to. Partner with one.
  • Get your data house in order and put it to work. Healthcare organizations have huge opportunities to generate new revenue and improve the lives of patients by monetizing their data.
  • Define your innovation model. Will capital be part of your offensive strategy? Do you have the resources and discipline required to self-disrupt? Consider the fact that Amazon needed a secret lab to develop the Kindle because the model was so disruptive to the book industry and its core business.

Key questions to ask:

  • Will you engage with start-ups? If so, how?
  • Will you invest from operational expenses, capital expenses, reallocation or reserves?

Where We Go From Here

As one hospital executive recently noted, “There’s no way to operate a hospital at a profit anymore.” To overcome the pressure they’re facing, healthcare CEOs and CFOs must explore new approaches including diversifying revenue streams, capitalizing on intellectual property, making strategic investments and strengthening revenue protection.

Read more about protecting your hospital’s bottom line by avoiding the top four revenue cycle issues.


 

These materials are for general informational purposes only. These materials do not, and are not intended to, constitute legal or compliance advice, and you should not act or refrain from acting based on any information provided in these materials. Neither Ensemble Health Partners, nor any of its employees, are your lawyers. Please consult with your own legal counsel or compliance professional regarding specific legal or compliance questions you have.

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Digital Healthcare Leaders Highlight Technology + Innovation at the 2022 Modern Healthcare Summit: 5 Strategic Areas to Watch https://www.ensemblehp.com/blog/digital-healthcare-leaders-highlight-technology-and-innovation-at-the-2022-modern-healthcare-summit-5-strategic-areas-to-watch/ Tue, 31 May 2022 19:50:10 +0000 https://www.ensemblehp.com/?p=7930 A technology-first strategy is critical in healthcare. Are you using your data to identify new growth and cost-savings opportunities? … Read More

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Digital executives and industry innovators from across healthcare came together for two days of thoughtful discussion. Embedding technology into overall healthcare organizational strategy identified as a main driver for healthcare innovation.

Healthcare Organizations Should Rethink Their Technology Approach

Panelists emphasized a technology-first strategy mindset. This agile approach is critical in an ever-changing, fast-paced healthcare landscape.

Investment in technology is imperative to driving change and promoting innovation and transformation within your healthcare delivery model.

“The same things are on all providers and healthcare facilities minds right now. There’s not a CFO out there that’s not worried about wage compression, labor shortages, the lack of Medicare advanced payments from the government due to the pandemic, and so much more. Everyone is looking for ways to improve the quality of care we’re delivering, and not lose sight of that, but ways to do it smarter and more economical using technology and innovation.”

Rethink Your Technology Approach – 5 Areas for Action 

 1) Data + Interoperability

Leveraging data to improve operations, patient experience and outcomes is vital in an agile and innovative ecosystem.

How are you using your data to improve the patient experience, prevent and manage chronic conditions and identify new growth and cost-savings opportunities?   

Impactful interoperability includes coordinating efforts across the care continuum within a health system. A successful interoperability approach results include lowering costs and improving patient outcomes.

How is your organization building a culture of interoperability excellence?   

Ensemble Health Partner's Tech + Innovation Approach

How is your organization building a culture of interoperability excellence?

2) Patient Experience + Access

Patient experience and access is more than caring for the head in the bed or filling out forms. It’s about making it easy at each touch point for people to connect with your healthcare organization and get the care needed while meeting them where they are, e.g., telehealth.

Ensemble's innovative approach to patient access

How are you holistically improving patient experience + increasing access?

3) Digital

Digital transformation is not just making analog things digital. Operations must adapt and find new ways to use digital technology enabling people to operate at the top of their license and/or area of expertise and creating a seamless and impactful patient experience. Transformation must be modular, configurable and impactful throughout the entire healthcare organization and for your patient population and community.

Ensemble's approach to operations technology

How are you using digital technology to innovatively impact your operations and your patience experience? Read our Chief Technology Officer, Grant Veazy's latest article, RPA to AI and Beyond.

4) Cybersecurity

Cybersecurity or cyber should be an enabler of transformation, not a barrier. Cyber includes risk assessment, management and mitigation. 

Data breaches can negatively affect your reputation with consumers. Cyber is the next consumer decision point. Patients will start making care decisions based on who has the least cyber risk asking themselves where their data is safest.

Complexity in healthcare makes cyber and IT very difficult. Simplification is key. Keep cyber on the front burner and make it a part of your overall strategy by involving a cyber team at the beginning of any innovation initiative and to ensure there’s buy-in from key stakeholders.

How are you leveraging a cyber team to support your technology and innovation initiatives?

5) Price Transparency

Healthcare price transparency can be your ally. Patients are becoming savvier healthcare consumers and want to know what they will owe. Create a culture of transparency and easy-to-ready statements to support consumerism and avoid billing surprises.

How does your price transparency initiatives support and improve the patient experience and consumerism?

How does the No Surprises Act (NSA) impact your organization? Read more about NSA in our three-part series.  

Ensure you and your RCM partner are on the same page to support your overall strategy and commitment to technology and innovation.

Want to learn more about how your organization can benefit from these technologies?

Drop us a note and one of our experts will be in touch.

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