Duke Patient Revenue Management...
Transcript of Duke Patient Revenue Management...
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Duke Patient Revenue Management Organization
HIMSS 2003
Paul Newman, Executive DirectorDuke Private Diagnostic Clinic & PRMO
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Overview of Duke UniversityMedical Center and Health System
• Duke University Health System• Duke University Hospital• Durham Regional Hospital• Raleigh Community Hospital• Duke University Affiliated Physicians (DUAP)• Hospice• Home Infusion Therapy/Home Health
• Private Diagnostic Clinic, PLLC• Duke School of Medicine• Duke School of Nursing
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Duke Health System StatisticsFY02 Actual
Discharges 59,728Patient Days 336,006Average Census 921Average Length of Stay 5.6Surgical Procedures 55,384Ambulatory Visits 1.4 millionER Visits 141,591Employees 11,600Clinic Sites 80Net Revenue $1.5 billion
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Duke’s Mission
• Research• Teaching• Clinical Care
The continual focus on clinical care is paramount
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“No Margin, No Mission”
Clinical margin in healthcare driven by:• Increasing services or productivity• Changing the mix of patients• Negotiations of managed care rates• Promoting and sustaining efficiencies within
operations
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Issues Facing Duke Health System (1999-2000)
• Harsh reimbursement environment• Inability to manage risk-based payment
profitability• Balanced Budget Act of 1997• Stringent Medicaid eligibility; more charity care• Large investments in IT, physician practices,
hospitals; failure to realize economies• Dominant insurers with a surplus of providers
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Duke Organization Prior to PRMO
Board
Duke UnivTrustees
Duke UnivHealth System
RaleighComm
PDC
Board
DurhamRegional
DukeHospital DUAP Clinical
Depts
RevenueMgt
Cycle
RevenueMgt
Cycle
RevenueMgt
Cycle
RevenueMgt
Cycle
RevenueMgt
Cycle
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State of Revenue Cycle Activity
• Accounts receivable build-up• Hospital days in A/R = 100 days• Professional days in A/R = 92 days
• High cost of revenue cycle functions• Front/back office = 7.7% of collections
• Lack of customer service• Employee turnover rates 35% in revenue
cycle areas• Bad debt and charity care 4.5% of revenue
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• No one is “in charge”• Lack of communication = duplication of work• Administrative processes difficult for patients
to navigate• No system-wide policies and procedures• Poorly defined roles and expectations for
employees• Fragmented, functional structure inhibits
management effectiveness
Business Case for Change
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PRMO Value Proposition
• Alignment between Duke Hospital & PDC operations• Pockets of technological strength • Leadership focus on revenue management• Building on the existing service organization
• Maximize patient revenue realization• Minimize investment in accounts receivable• Provide outstanding service to patients, physicians,
internal customers• Use innovative processes and technologies
By leveraging and building upon what is right ...
…we will achieve our goals
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PRMO Goals and Objectives
• Promote and maintain revenue performance and cash flow• Accelerate cash collection• Minimize bad debt• Facilitate alignment with payers• Differentiate physician/hospital revenue recognition
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PRMO Goals and Objectives (cont.)
• Create effectiveness and efficiency• Create economies of scale• Use outsourcing• Reduce labor cost• Ensure standardized business processes• Develop functional expertise• Create alignment between PDC and DUHS• Ensure compliance with federal billing regulations• Maintain a strong emphasis on quality control
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PRMO Goals and Objectives (cont.)
• Provide excellent customer service• Focus on internal and external customers• Incorporate functions critical to PDC and DUHS• Address requirements of contracted entities
• Redefine work environment• Establish clear accountability• Allow for speed in decision-making and defined
career path• Promote communication• Establish incentive-based compensation
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Duke Organization Post PRMO
Board
Duke UnivTrustees
Duke UnivHealth System
RaleighComm
PDC
Board
DurhamRegional
DukeHospital DUAP Clinical
Depts
RevenueMgt
Cycle
RevenueMgt
Cycle
RevenueMgt
Cycle
RevenueMgt
Cycle
RevenueMgt
Cycle
PRMO
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• Organizational considerations• Legal structure – single member LLC
• Operationalizing the PRMO vision• Combine functions and realize synergies• Preserve unique requirements critical to PDC
and Duke Hospital
Unique Considerations with PRMO
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Organization Guiding Principles
• Singular accountability for critical path revenue cycle components
• Clear decision making authority across revenue cycle
• Reporting structure supports centralized and/or standardized functions
• Incentive-based compensation system• Management of functional dependencies
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PRMO Director
Service Access
Care Coord
& Billing
TechBilling & Coll
Fin Mgt & Anal
HumanRes
CustService
& Support
Con-tract
Coord
Duke UniversityHealth System
PrivateDiagnostic Clinic
Executive Director
CONTRACT PDCCONTRACT DUHS
Single Member LLC
New Centralized PRMO Organization
ProfBilling & Coll
MedicalRec
InfoSys
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Area of Recurring Benefit DUHS PDC Total
Payroll benefits (@ $40k) $6 million $2 million $8 million(based on 15% FTE reduction) (150 FTEs) (50 FTEs) (200 FTEs)
Cost of Capital (@ 10%) $5 million $1 million $6 million(investment value) ($50 million) ($10 million) ($60 million)
Bad debt expense down 20% $12 million $3 million $15 million
Total benefits $23 million $6 million $29 million
PRMO Summary of Benefits
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The Risk of Not Integrating
• Missed opportunity for leadership and decisiveness; continued distrust
• Significant loss of momentum• Increased complexity• Increased cost of compliance and risk• Increased financial implications and risk• Increased cost of $3-5M for the PDC and
DUHS
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PRMO IT Strategy
• Essential characteristics of an information system• Truly integrated in itself and with other systems• Provide information to facilitate decision making• Assist with Managed Care issues and contracting• Positioned to take advantage of e-commerce• Allow for tool sets and rule based workflow• Comply with HIPAA regulations
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Information Systems Overview
• Duke Hospital• DHIS for hospital operations and PDC clinical• Integrated patient accounting
• Durham Regional Hospital• SMS for patient management and patient accounting
• Raleigh Community Hospital• Meditech for patient management and patient
accounting• Private Diagnostic Clinic and DUAP
• IDX for A/R, transaction editing, appts and managed care
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Primary Hurdles to Achieving KPIs
• Each issue had an associated action and solution, for example:• Issue: Duplication registration processes• Action: Implement common registration system• Solution: Implement Visit Management to provide
common front end
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Linking Proposed Solutions to Results
• Each solution was linked to results• Example: Implementation of Visit
Management to provide a common front end will lead to…• Decreased cost to collect – no duplication • Increased patient satisfaction – improved flow• Reduction in bad debt – improved data collection• Decreased DRO – reduced time to final bill
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Revenue Management CyclePRMO 1st Year Results
PRMO Budget PerformanceFY 2002 (000s) vs. Baseline
(13% Decrease in Expenses)
56,968
65,505
Baseline Actual 6/30/02
PRMO FTE PerformanceFY 2002 vs. Baseline(20% Reduction in FTE's)
9991,253
Baseline Actual 6/30/02
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Revenue Management CyclePRMO 1st Year Results
Net Patient RevenueFY 2001 YTD vs. FY 2002 YTD (000s)
(6.2% Increase in NPR)
1,183,736
1,257,822
FY 2001 YTD FY 2002 YTD
Gross Patient Revenue (Prelim.)2001 YTD vs. FY 2002 YTD (000s)
(11.6% Increase in GPR)
2,179,861
2,432,840
FY 2001 YTD FY 2002 YTD
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Revenue Management CyclePRMO 1st Year Results
Bad Debt & Charity CareFY 2001 YTD vs. FY 2002 YTD (000s)
(13.7% Decrease in Bad Debt/Charity)
83,441
96,764
FY 2001 YTD FY 2002 YTD
Cash CollectedFY 2001 YTD vs. FY 2002 YTD (000s)
(13.5% Increase in Cash)
1,143,667
1,295,478
FY 2001 YTD FY 2002 YTD
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Revenue Management CyclePRMO 1st Year Results
Cost to CollectFY 2001 YTD vs. FY 2002 YTD
7.70%
4.68%
Actual 6/30/2001 Actual 6/30/2002
DROFY 2001 YTD vs. Current
85.867.063.3
43.0
DUH PDC
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Next Steps for PRMO
• Complete implementation of IDX Visit Management and Siemens Invision products
• Further process redesign• Consolidation of credit and bad debt policies
across the system• Integration of Raleigh Community Hospital
into PRMO
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Questions?
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Topics
• Decision to change systems• Decision to buy not build software• Selection of IDX• Deliverables and success measures
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Background
• 722-bed academic medical center• 650 physicians, 400 residents and 6,000
employees• 100-year history of service to Iowans• Hospital serves as billing and collections for
all hospital and physician services
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Decision to Change• Task forces across UI Health Care
evaluated current system • Identified opportunities for improvement in
patient service and cash collection Common agreement that functionality and efficiency needed to change
• Ideal system conceptualized
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Goals of the Billing & Collection Process
The billing and collection process must be integrated with the patient visit process of
the clinics and be patient friendly and efficient. The common denominator for
both processes is the patient.
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. . . revenue depends as much on patient-focused and efficient front-end effort in scheduling and charge capture as it does on back-end posting and collection.
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Care Giving
Reception/Arrival
Reception/Arrival
Reg/Scheduling
Reg/Scheduling
Exit/ReferralExit/
ReferralFollow-UpFollow-Up
Front Desk/Visit
Front Desk/Visit Bill &
CollectBill &
Collect
Reports&
AnalysisPre-VisitPre-Visit Visit &
Charge EntryVisit &
Charge Entry
End-to-End Billing ProcessEnd-to-End Billing Process
End-to-End Patient ProcessEnd-to-End Patient ProcessFeedback
Feedb
ack
AccessAccess
PayorContracts
PayorContracts
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Characteristics of Ideal System
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Improve the Patient Experience• Efficient patient flow
– Integrate scheduling, registration, charge capture, and claims processing
– Pre-authorize/pre-certify services with payor– Provide financial counseling
• “Patient friendly” bills– Timely, informative, comprehensive
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Insurance• Attach at a visit level• Collect at initial patient contact
– Authorize services– Facilitate patient flow and accurate data collection
• Facilitate “point of service” collection– Co-pays, co-insurance, self-pay balances
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Billing
• Compliant; facilitate proper coding• Timely claims and patient statements• Comprehensive• Automated, where appropriate• Patient friendly• Integrate to enhance efficiencies
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Reporting• Managed Care
– Statistics– Referral tracking– Expected payment– Employer/payor databases
• Management reports– Payments, denials, adjustments at line item– “Productivity” stats & ad hoc reporting
• Worktools
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Decision to Buy, Not Build
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Identifying Options of Buy vs. Build
• Option 1: Build custom solution• Option 2: Buy physician practice
management system solution• Option 3: Buy modular solution• Option 4: Buy enterprise (integrated
hospital and physician billing system) solution
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Comparing Each Option Against the Ideal System
• Timeliness: Can it be implemented in time?• Cost: What will it cost?
– Acquisition– Maintenance
• Availability: Is it feasible?
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Rationale for Vendor Solution• Timeliness
– Billing regulations change rapidly– Non-compliance penalties enormous– Clinic standards of excellence in place
• Cost – Internal programming = 72 person/yrs
• Availability – Design expertise needed for overhaul
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Vendor Selection Process• Potential vendors chosen based on perceived
ability to deliver Ideal System– Eclipsys – IDX– Per Sé– SMS
• Detailed request for proposal sent to potential vendors
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Evaluation ProcessInvolved Over 100 Staff
• Analysis and comparison of responses to RFI• On site demonstrations using standardized
evaluation tools• Site visits• Pros and Cons lists for issue resolution• Reference checks
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Technical Ranking Functionality
Cost Risk Sharing
• Per Sé• SMS• Eclipsys• IDX
• IDX• SMS• Eclipsys• Per Sé
• SMS• IDX
• IDX• SMS
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IDX “Risk Sharing” Proposal
• Required UI Health Care commitment– Executive sponsorship at the highest level– Guaranteed staffing commitments– Close working relationship with vendor’s
development team– “Showcase” install, relationship– Open communication
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Patient Friendly Bill
• Modeled after credit card statement– Carry-forward balance– New charges– Payments– Ending balance
• Shows physician and hospital payments
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Implementation Guidelines• Change work processes• 18 - 24 month installation period• Focused staffing commitments• Plain vanilla - little customization• Vendor partnership• Revenue loss avoidance during
implementation
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Deliverables and Success Measures
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Project Mission Statement• Support UI Health Care’s mission• Support future growth • Support the reporting needs of UI Health Care• Enable UI Health Care to meet regulatory
requirements• Provide on-line work tools
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Project Mission Statement(Continued)
• Provide a combined physician & hospital billing system
• Provide comprehensive training• Create a “patient friendly” statement • Respond to the needs of managed care
patients
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Business Objectives• Improve financial viability • Support the UI Health Care’s mission• Increase patient satisfaction• Support UI Health Care as an “employer of
choice”• Implement a system that supports future
growth
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Project Objectives• Single friendly, timely, informative
combined patient statement• Standardize registration and admission • Improve benchmark ratings of IT costs• Improve timeliness of claims• Increase dollar volume of charges• Increase point-of-service collections
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Project Objectives(Continued)
• Improve cash collections as a % of charges
• Ensure effective integration• Maintain or improve patient wait times• Train users prior to go-live and ongoing • Provide effective management reporting• Ensure referral process
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Objectives Matrix Business Objectives
Project Objectives Financial Viability
Support Mission
Patient Satisfy
Employer of Choice
Future Growth
Standardize reg/admit X X X X Benchmark rating X X X Claims timeliness X X X Dollar volume of charges X X Front desk collections X X Cash as % of charges X X Combined patient statement X X X Integrates w/legacy systems X X X X X Patient wait times X X X X
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What’s Next?• Identify gaps between current and best
practices• Make process improvements• Collaborate with vendor on decisions• Define measurements for tracking
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Questions?