Revenue Cycle and Information Technology June 9, 2014 Learning Objectives This session is intended to inform and educate MSHA students about Revenue Cycle Management (RCM) and the role I/T plays within the Revenue Cycle. By the end of this session you will: 1. 2. 3. 4. 5. Understand more about Aspen Advisors and our perspective on the market Understand Revenue Cycle as both a series of processes and an organization structure in a provider setting Have insight into current and historic challenges within the Revenue Cycle Understand how I/T helps (or sometimes hurts) Revenue Cycle performance Get tips for your Residencies specific to Revenue Cycle ingenuity | intensity | integrity Page 1 Personal Background Kevin Ormand – Director Almost 20 years of healthcare administration experience, focusing on revenue cycle management, finance and operations management, strategic consulting, and project management. Proven track record of success at identifying improvement opportunities, developing sustainable solutions to drive cash flow, maximizing operational efficiency, and assuring regulatory compliance. MSHA (1998) , FACHE, PMP, and current student in Masters of Healthcare Engineering program. Columbia, Columbia/HCA, Quantum Innovations, Children’s Medical Center Dallas, Seton Healthcare Network, Phase 2 Consulting, Seton Healthcare Family, maxIT-Vitalize/Leidos Health, Aspen Advisors (whew!) ingenuity | intensity | integrity Page 2 About Aspen Founded in 2006; steady growth over the past eight years Track record of success and demonstrated outcomes – 100% of our clients serve as references Over 100 associates nationwide; over 100 clients in 25+ states Strong KLAS ratings – – Top 3 Overall Services Firm two years in a row 2013 ICD-10 Category Leader 2011, 2012, 2013 Modern Healthcare Top 20 Best Places to Work 2014 Consulting Magazine Small Jewel Committed to education, research, and innovation Seasoned, senior-level engagement teams – Balance of highly-skilled consulting practitioners, clinicians and implementation experts – Experience with community hospitals, academic medical centers, integrated delivery networks and health plans – Focus on facilitation, consensus-building and knowledge transfer ingenuity | intensity | integrity Our Core Values Page 3 Effective Revenue Cycle Operations A-player Rev Cycle organizations optimize their technology integration with business process requirements. It is much more broad than just business office operations. It touches almost every aspect of patient care delivery!! ingenuity | intensity | integrity Page 4 The Revenue Cycle is an interconnected series of multi-disciplinary functions ingenuity | intensity | integrity Page 5 Top 8 Priorities in the Hospital C-Suite* Revenue Cycle Revenue Cycle Revenue Cycle Revenue Cycle Revenue Cycle Revenue Cycle Source: American Hospital Association's survey (April 2014) of more than 1,100 executives from health systems or community hospitals, "Building a Leadership Team for the Health Care Organization of the Future." ingenuity | intensity | integrity Page 6 Addressing Industry Priorities ingenuity | intensity | integrity Page 7 The Glory Days of Revenue Cycle Strategy… ingenuity | intensity | integrity Page 8 Revenue Cycle Headlines ingenuity | intensity | integrity Page 9 The Revenue Cycle Conundrum Revenue Cycle Leadership Responsibility – Ownership of Operations, Technology, Patient Experience, and Results: Organization Pressures: Reduce cost to collect Increase cash flow Support a larger footprint in a growing and changing health system Respond to / adapt to regulatory updates Improve the patient experience Market Response: Operations consolidation / regionalization Options: Consolidate operations Outsource (fully or partially) Upgrade / replace existing technology Infuse new technology Reduce manual processes Process redesign (Ascension, Bon Secours) Comprehensive outsourcing (Conifer, Parallon, Accretive, etc.) New RCM vendor options (Epic, Cerner, Soarian, etc.) Continued bolt-on proliferation Increased patient expectations (self-service, recognize me, make it less complicated) Leadership Questions: How do I tie improvement initiatives to organization strategy? Outsourcing – what is the right balance? Am I getting the most out of my current technology? How do I evaluate what is on the market? Vendor options – Who can I trust? How do I develop trust? Where do I start, and how do I stay on top of this stuff? Revenue Cycle Leadership Calling – the professional as a technologist, process engineer, and entrepreneur… while maintaining financial subject matter expertise. ingenuity | intensity | integrity Page 10 Our Perspective on Revenue Cycle Market pressures are driving macro-level change across the Revenue Cycle Management landscape. The voice of the customer continues to drive revenue cycle technology investment. Constant trade-offs between core revenue cycle vendors and bolt-on technology. Revenue Cycle operations are multidisciplinary. New call for leadership: technologist, process engineer, and entrepreneur… while maintaining operational & financial subject matter expertise. ingenuity | intensity | integrity Page 11 Market Dynamics Revenue Cycle operations have long been the focus of consolidation for the achievement of economies of scale and information technology optimization; recent large examples include: – Parallon, Conifer, etc. – Accretive Health, Cymetrix, etc. A 2012 study indicates that almost ¾ of all hospitals in the U.S. anticipate either replacing their current Revenue Cycle platform or substantively upgrading their Revenue Cycle system environment within the next two years. – Large-scale change – Bolt-on technology infusion Thus, the Revenue Cycle market is continually in a state of flux. ingenuity | intensity | integrity Page 12 A Few Cold Hard Facts… Almost every healthcare leader has skin in the Rev Cycle game Effective Revenue Cycle operations are fully dependent on a true multi- disciplinary team to execute seamlessly on requirements. No organization’s revenue cycle executes perfectly – it is technically impossible to do so. The universal truth is that every revenue cycle operation has opportunity, and Revenue Cycle Operations and Technology improvements represent one of the few areas within the healthcare provider space where a measurable Return on Investment (ROI) can be readily determined. ingenuity | intensity | integrity Page 13 Potential Impact of a Well-Managed Rev Cycle Improvement Initiative Annual Net Revenue 3% Net Operating Income Rev Cycle Engagement Cost? Potential Annual Impact New NOI New NOI % 5 year gain $ $ $ $ $ $ Hospital A 80,000,000 2,400,000 100,000 400,000 2,800,000 3.5% 2,000,000 Hospital System XYZ $ 500,000,000 $ 15,000,000 $ 300,000 $ 2,500,000 $ 17,500,000 3.5% $ 12,500,000 Health System ABC $ 1,000,000,000 $ 30,000,000 $ 500,000 $ 5,000,000 $ 35,000,000 3.5% $ 25,000,000 It is reasonable to expect a 0.5% improvement to NOI as a result of a well- managed Revenue Cycle Improvement engagement The rhetorical question is: “How much would you be willing to invest to realize $xxM in ROI for the next 5 years?” ingenuity | intensity | integrity Page 14 The Flip-Side of the Paradox… Lack of awareness (or conversely, acceptance…) – Many managers and directors are long-tenured contributors who promoted up from the ranks over the years – they’re excellent at what is required to do the job but not historically trained to be adept innovators and/or process transformers. – Incremental improvements have occurred already and they are satisfied/celebratory They are simply swamped – Competing initiatives – Drowning in today’s pressure on operations – Don’t think they can afford the time or the money They think they can do it themselves – They don’t realize how much hard work it actually is… – They don’t realize that the extra expenditure in the short-term can accelerate the payback ingenuity | intensity | integrity Page 15 Revenue Cycle How the Voice of the Customer is Driving Revenue Cycle Technology Investment Legacy systems support the core revenue cycle processes. The newer versions are starting to provide functionality to replace bolt-ons. None of them provide a full revenue cycle solution for complex environments. Siemens Invision, MS4, Soarian, et al Add-on Svcs. Cerner ProFit, et al The Voice of the Customer The Basic Revenue Cycle Process Registration Bolt-on Technology Meditech Epic Financials Enhancements Consolidations McKesson Paragon, Horizon, RelayHealth, et al Upgrades Care Delivery Discharge Conversions eCW, Next Gen, multiple ambulatory options Claim Generation Payment Received Emergency Department Unique account is created/ upgraded Rebill Care delivery: Ancillary, surgery Inpt & Out pt Bill dropped Patient discharged Charge generation Direct Admits Payment variance Denials Encounter goes to A/R 1. Do you have insurance? 2. Can we help you get insurance? 3. Are you eligible? 4. Is there an easier way to get an authorization? 5. What is the copay, co- insurance, & deductible? Patient Scheduling e-Fax Order Insurance & Pre-Reg Repository Eligibility Verification Portal ABN Checking Patient Estimation Document Imaging Forms Registration Automation Verificaingenuity | intensity |Q/Aintegrity tion 1. Did the data flow accurately to the bill? 1. Where is the original order? 2. Is everything signed? Clinical Care Team Charge Capture Analyzer Charge Reconciliation Tools Case Mgmt. System Encoder Strategic Pricing System Workflow Mgmt. Document Imaging Request of Information Portal 1. Is there an easier way to work these errors? 2. Why didn’t they 1. What is the error fix this sooner? rate? 2. How are we doing? 3. Why is it taking so long? What is the status of the claim? Are we collecting what we should 4. We need to do better with fewer people. Contract Mgmt. Write-offs/ adjustments 100% payment? Transfers 1. How do I know that I charged 1. Why don’t they everything I was supposed to? remember me? 2. Already provided 2. Did my charges post? this information. 3. What is this going to cost me? Appeal? Clean claim submitted Bill edits applied Contractuals applied Code entry by HIM DRG/CD-9 ADT transmission sent to ancillary systems Demog. Account Closed Clinical documentation Scheduled/ Preregistered Electronic Authorization Replacements CPSI, APS, HMS Other small community hospital vendors Claims Scrubber Financial Assistance Screening Charity Workflow Processing 1. 2. 3. 4. Zero-balance account is closed I don’t understand my bill. I need my medical record information. Why don’t they remember me? Can’t I do this online? 1. I need help managing my payer denials / RAC audits/ etc. 2. Why is there so much manual data entry? Patient Electronic Cash Posting Vendor Mgmt. Portal Patient Statements Audit Mgmt. Patient Portal Payment Rev Cycle Variance & Dashboard Denials & Analytics Mgmt. Document Imaging Claims Statusing Workflow Mgmt. Page 16 Information Technology Across Revenue Cycle Landscape Patient Access (Front-end) Centralized scheduling and/or pre-registration Forms automation Registration quality assurance Productivity modeling Upfront eligibility/authorization and patient responsibility estimation Portal / kiosk design, development, and implementation Financial counseling/assistance Demographic verification (RVR) Assessment Strategy, System & Optimization Selection, & TVO ingenuity | intensity | integrity Patient Financial Service (Back-end) Revenue Integrity (Middle) Charge Description Master (CDM) optimization Centralized charge capture and/or reconciliation Revenue integrity monitoring / bill analyzer Regulatory update assessment and implementation support RAC audit support Clinical Documentation Improvement (CDI) programs Discharge Not Final Billed (DNFB) improvement Case management Strategic pricing Workflow automation Claims scrubbing/edits root cause analysis Electronic claims status and/or cash posting 3rd party vendor automation / monitoring Denials management programs Financial assistance adjudication Under payment monitoring Contract management Call center management Patient Portal development Implementation Program Management, ICD-10 Planning, Impact Analysis on Planning Implementation & Execution, Risk Clinical Systems Value Realization Mitigation, Forensics and Workflow Page 17 Elements of the Rev Cycle Value Realization Maturity Model Level 1: PRODUCTIVITY & QUALITY Minimal focus on technology infusion, process standardization, or best practice attainment. Technology is typically disconnected and siloed. Level 2: Vision and plan in place to drive performance improvement, increased cash flow, and improved patient experience.. Technology infusion / replacement may be planned or in process. Mature process and technology integration developed across and within all functions of the revenue cycle. Sophisticated revenue cycle process integration at all levels of the organization Value is expected Streamlined access & real-time eligibility Regional centers of excellence Documentation-driven charging and coding Centrally chartered performance improvement projects Increased patient self-service Training addresses needs More complex revenue monitoring New technology enabling PI Scheduling and pre-reg efficiencies in some areas LOW Level 4: Level 3: RISK & WASTE HIGH Analytics capabilities enhanced Processes are established to manage and measure metrics and KPIs Productivity and process efficiency is low Large backlog of errors Low standardization and high decentralization LOW FOUNDATIONAL ASPIRATIONAL PROFICIENT TRANSFORMED HIGH PEOPLE, POLICIES, TECHNOLOGY ADOPTION ingenuity | intensity | integrity Page 18 Recent Revenue Cycle Assessment Success Story Opportunity: Hospital had its first non- profitable year on record: – Clinical redesign in process – System / technology review already completed Hospital Revenue Cycle key performance indicators spiraling out of control. Key leaders either on the way out or aware of the hot seat. Objective analysis/assessment requested by corporate leadership. Two month assessment included data analysis, interviews, and process observations for Root Cause Analysis. 12 prioritized recommendations identified, including high-level critical path for implementation. Would you spend $35K in consulting to identify $3.9M? ingenuity | intensity | integrity Total implementation time & cost: – 2 month consulting engagement – Total consulting costs = $35K Value Proposition: Targeted bad debt and other expense reduction, plus net revenue enhancements = $900K annually. $3.9M Positive NOI Impact over 5 Years $1,000,000 $800,000 $600,000 $400,000 $200,000 $Year 1 Year 2 Year 3 Year 4 Year 5 NOI Impact Page 19 Recent Optimization/System Selection Success Story – Front-end of the Revenue Cycle Opportunity: Multi-hospital health system in acquisition mode: – Aggressively searching for ways to optimize its current environment to grow capital for acquisitions – Cerner EHR and Siemens Invision Rev Cycle Data analysis identified that while bad debt as a % of net revenue was flat, the dollars associated with patient responsibility had grown from $12M to $36M annually. Recommendation: – System Selection for bolt-on that improves electronic eligibility verification and Patient Responsibility estimation with workflow management included. – Business process redesign to optimally integrate new technology. Would you spend $450K in consulting to get $13.1M? ingenuity | intensity | integrity Total implementation time & cost: – 6 month consulting engagement – Year one consulting and implementation support: = $450K – Subsequent years = $225K in annual fees Value Proposition: 10% reduction in patient responsibility bad debt in first 12 months of deployment. $13.1M Positive NOI Impact over 5 Years $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $Year 1 Year 2 Year 3 Year 4 Year 5 NOI Impact Page 20 Recent Optimization/Redesign Success Story – Middle of the Revenue Cycle Opportunity: Multi-hospital health system Total implementation time & cost facing intense financial pressure: – 9 month initial consulting engagement – Recent reduction in workforce – Year one consulting and implementation support: = $750K – Past success hid broken processes Data Analysis identified that incredible disparity across like services and sites for IV infusion and injection charge capture. – Subsequent years = $225K in annual fees Value Proposition: $38.5M in sustained incremental net revenue by year 3. Recommendation: – Develop and implement a centralized charge capture team. – Redesign/standardize technology and forms for optimal documentation, charge capture, and reconciliation. – Business process redesign to optimally support clinicians (alleviate workload, ensure balance of managerial oversight). Would you spend $750K in consulting to get $125M? ingenuity | intensity | integrity $125M Positive NOI Impact over 5 Years $40,000,000 $30,000,000 $20,000,000 $10,000,000 $Year 1 Year 2 Year 3 Year 4 Year 5 NOI Impact Page 21 What to look out for in your Residencies Understand what a patient encounter is from start (scheduling/pre-reg) to finish (zero-balance account). – Flowchart the process of who does what, when, and where – Identify your own process pain points (possible cash aneurisms?) – Who are the customers of the revenue cycle process at each step? Learn what Revenue Cycle KPI’s are on the CEO’s dashboard, and then drill down to the CFO, the VP of Rev Cycle, the Rev Cycle Department Directors, etc. – Understand connections between lead measures (e.g. % possible upfront collections) and lag measures (e.g. bad debt associated with patient responsibility). Build your overall Revenue Cycle understanding (see next few slides). ingenuity | intensity | integrity Page 22 Questions from Revenue Cycle Stakeholders CFO VP of Rev Cycle Rev Cycle Director • Can you reduce my cost to collect? • Can you help me integrate disparate systems? • Front-end: Can you help me optimize upfront collections? Improve our preauthorization process? • What can you do to help me accelerate cash? • Can you improve my bottom line? • Can you help me identify, correct and reduce errors at the furthest point upstream? • Can you help me recoup my costs from our EHR implementation? • Can you show my staff how to better use the tools they have? CIO • Can you help automate workflow? • Can you help optimize the revenue cycle technology environment? • Middle: Can you help me optimize charge capture? Decrease coding lag days? • Back-end: Can you improve clean claims percentages? Improve my denials management performance? Physician Practice Administrator • Yeah… what they said… • Can you help me find cash to fund my IT Capital Budget? ingenuity | intensity | integrity Page 23 Revenue Cycle Management – Market Competitors Major consulting firms that offer a broad suite of revenue cycle consulting services and (more and more) their own proprietary technology: e.g. Deloitte, Huron Consulting Group, PwC, Advisory Board Company. Outsourcing companies that take over the entirety of the revenue cycle operations: e.g. Conifer, Accretive, Parallon, OptumInsight. Major Core vendors with consulting arms: e.g. Siemens, Cerner, McKesson. Bolt-on technology vendors: Over 100 players in this space offering more nimble opportunities to bridge gaps where Major Vendors are less effective and to respond to growing customer (provider, patient, payer) requirements, e.g. MedeAnalytics, MedAssets, SSI, HealthWare Systems, JDA eHealth. Small boutique consulting firms that specialize in either a market niche (e.g. Home Health revenue cycle) or a single area of focus (e.g. Charge Description Master maintenance and optimization). ingenuity | intensity | integrity Page 24 Industry Jargon A/R Days Accelerate Cash Flow DNFB and DNB Reduce Bad Debt Front End / Patient Access (Scheduling & Registration) Timely Filing Middle (Coding & Revenue Integrity) ICD-10 CM / ICD-10 PCS Back End (Billing & Collections) POS / Upfront Collections Cost to Collect Compliance / Regulatory / CMS Days Cash on Hand Ancillary Departments P4P ingenuity | intensity | integrity Page 25 Key Revenue Cycle Phrases Operating margins are near zero/loss Unprofitable service lines Revenue loss Manual processes and /or tools Days in Accounts Receivable (A/R) are Workflows not integrated rising Write-offs increased Denials are up Bad debt increased Increased number of patients without insurance or with high deductible Cash collection rate decreased Reimbursement decreased Profit margins are negative DNFB is rising Lost charges ingenuity | intensity | integrity Upcoming system implementation and/or upgrade Unsuccessful system implementation (i.e., HIS, EMR, EHR) Project over budget Little to no involvement in EHR Implementation Patient satisfaction decreased due to revenue cycle processes Not prepared for ICD-10 Lack of reporting or tools Rising expenditures Page 26 In Summary 1. Understand more about Aspen Advisors and our perspective on the market. – Aspen history, perspective on the RCM market 2. Understand Revenue Cycle as both a series of processes and an organization structure in a provider setting. – Comprehensive requirements for Effective Revenue Cycle Operations – Front, middle, and back (and many points in between!) 3. Have insight into current and historic challenges within the Revenue Cycle. – Revenue Cycle Operations and Technology improvements represent one of the few areas within the healthcare provider space where a measurable Return on Investment (ROI) can be readily determined. – Consolidation, competing initiatives, lack of understanding 4. Understand how I/T helps (or sometimes hurts) Revenue Cycle performance. – How the VOC is driving Revenue Cycle technology investments – Information Technology Across the Revenue Cycle Landscape – Elements of the Rev Cycle Value Realization Maturity Model 5. Get tips for your Residencies specific to Rev Cycle. – Rev Cycle I/T market competition, success stories, Residency pointers ingenuity | intensity | integrity Page 27