powerful healing. - aipamaipam.net/doc/ph_centralization_presentation_9-2011_updated.pdf ·...
TRANSCRIPT
powerful
healing.
FRONT END CENTRALIZATION
Eleanor Michalek
System Director Patient Access
Background
Six-hospital Health System
Previously Centralized Business
Office CBO in 2007
Needed Improvement in Financial
Results – Consistent Process
Expense Reductions – Cost
Savings 2
Timeline
• Executive Sponsorship Kick Off January
2009
• High Level Oversight Committee
• Sub-committees Established March 2009
• First Hospital Implemented October 2009
• Phased Approach Implementation
• Sixth Hospital Implemented December 2009
3
• Hospital CEO, CNO, CFO, CMO,
Revenue Cycle, System Office,
Performance Improvement
Representation
• Lead: System Vice President Finance
• Review and Approval: Current State &
Future State Recommendations
• Discernment Process
• Monthly Meetings
4
Executive Sponsorship Committee
Work Groups
• Operations
• Communication Strategies
• Human Resources
• Financial – Develop Budget &
Capital Needs Assessment
• IT Telecommunications
5
Sub-committees
Operations
• Define Steps: Current State to
Future State Recommendation
• Service Level Agreement – Outline
Scope of Services
• Subject Matter Expertise
• Physical Move
• Technology Development 6
Operations
Focused Communication Strategy
• Physicians
• System Leadership
• Hospital Management
• Employees – “Everyone has a
Job”
• Web Link – FAQ’s
7
Key Audience Communication
HR
• Employee Impact
• Organizational Structure
• Management
• FTE’s – Staffing Model
• Job Descriptions
• Recruitment and Retention
8
Human Resources
Capital Needs Assessment
• Technology
• Space Build Out
• PC’s, Monitors, Phones, etc.
Develop Budget
• Needs Assessment
• 6 Hospital Departmental Budgets
Roll-up
9
Financial
IT – Telecommunications
• Equipment Purchase
• Unit Preparation
• Technology Deployment and
Support
10
Information Systems
What is currently standardized?
• Policies and Procedures
• Performance Reporting – KPI’s
• Tools and Technology
• Key Functions – Functional Grid
• Process Flows by Patient Type 11
Patient Access Current State
• Key Functions – Functional Grid –
Understand and Plan for Exceptions
1.What is scheduled through Central
Scheduling at each hospital?
2.What is scheduled within the
departments at each hospital?
3.What departments have registration
responsibility at each hospital?
12
Patient Access Current State
During the assessment phase the group
identified four options to centralize. 1. Centralize the Insurance Verification and
Pre-certification function only
2. Centralize the Insurance Verification and Pre-certification and the
Pre-Registration function of all non-community wide scheduled
patients (Surgery and Cath Lab)
3. Centralize the Insurance Verification and Pre-certification and the
Pre-Registration functions of all pre-scheduled patients including
CWS patients
4. Centralize the Insurance Verification and Pre-certification and the
Pre-Registration function of all pre-scheduled patients and all
community wide scheduling functions that currently exist 13
Future State Options
To Centralize the Following Functions
Order Management
Insurance Verification
Pre-certification/Payor
Authorization
Training
14
Future State Recommendation
• Reduced denials through specialization of
workgroups
• Increased efficiency with ability to batch some
activities to payers
• Consistency and continuity of training for all
access staff
• Better communication and deployment of
changes in process in a centralized
environment
• Increased Point of Service cash collections
15
Future State Benefits
Technology Development
How will we do this?
• Approached Current Vendor HealthWare Systems (HWS) to
Develop Overlay for 6 Hospitals
• Drafted Primary Process Flows for Future State
• Outlined Unit Responsibility for Each Function
• Define Work Triggers/Events
• Define Status for Each Work Trigger – Complete, In Progress, etc.
• Established Electronic Work Queues for Orders, Central
Scheduling, Pre-registration, Insurance Verification, Payor
Authorization 16
Technology Deployment
• Phased by Hospital Implementation
• Ongoing Meetings
• Collaboration Across System – Identify Opportunities –
Daily, Weekly, Monthly Meetings
• Subsequent Account Referral to Financial Counselors –
Forward and Track Functionality
17
• Be Sensitive and Respect the Culture Change
• Identify, Recognize and Address Potential Barriers
• Ongoing Communication to Key Audiences
• Train and Keep Training
• Recognize Talents and Contributions of
Leaders
18
Major Culture Change
• Standardized process flow across centralized and
de-centralized units
• Cited as “Leading Practice” by Auditors for
Insurance Verification and Medical Necessity
• System Policy on Requirements for Clinical
Diagnostic Orders
• Increased Point of Service cash collections
19
Current State
Questions ?
20
Discussion and Questions