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GPOs – Valued Partners in Healthcare
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The healthcare group purchasing organization (GPO) members of HSCA work closely with their provider partners across the continuum of care to reduce cost, add value, and improve outcomes for patients. Below you'll find some narratives that help to demonstrate why GPOs are valued partners in healthcare.

 

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Top tags: Cost  Intalere  Savings  Vizient  Arizona  Premier  Safety/Quality  MedAssets  Pennsylvania  Texas  Arkansas  TPC  Washington  GNYHA  Illinois  Indiana  Innovation  Missouri  Nebraska  Nevada  New England  New York  Ohio  Pharmacy  Texas Purchasing Coalition  Transparency  Virginia 

Engaging Clinicians Helps TPC to Save $107.6 Million in Underlying Cost Structure—and Still Counting

Posted By HSCA, Thursday, January 14, 2016

As health systems seek cost reduction strategies, one area of focus is supplies. Second to labor in the expense categories, supplies and drugs can represent typically as much as 25 percent of a hospital’s total operating budget.

Traditionally, hospitals and healthcare organizations relied on their group purchasing organization (GPO) to maximize supply purchasing efficiency and reduce supply expense. To drive low pricing, traditional GPOs negotiate contracts with suppliers and distributors that take into account the collective purchasing volume of the GPO members. With the emergence of risk-based reimbursement, declining revenues and additional Medicare rate cuts, an inability to reduce supply expense from current state has far-reaching implications. Only those healthcare organizations that reduce the underlying cost structure of resources used in delivering patient care can achieve the care and cost improvements needed to sustain financial viability.

TPC is a provider-owned partnership comprised of eight independent health systems who decided to respond to this challenge by rethinking their traditional GPO services. The coalition enables member health systems to gain access to economies of scale and clinical redesign expertise that they would not be able to afford as an independent community health system. By banding together, TPC members were able to transform expense management and implement procurement functions to control costs. The goal was to reduce costs not only for commodity supplies and pharmaceuticals, but also purchased services, medical equipment and implantable medical devices/physician preference items (PPI)—which can represent as much as 40 percent of a hospital’s supply budget.

Challenge

In 2009, TPC conducted a request for proposal to find the best economic solution for its supply chain needs. In addition to traditional GPO services, two key capabilities were PPI consulting and technology for analytics to package existing supply chain data into actionable information. The coalition deemed the PPI consulting services as the largest potential savings opportunity.

According to Geoff Brenner, president and chief executive officer, TPC’s choice of MedAssets in January 2010 was based on the company’s proven strengths in each capability category and strong industry references.

“I spoke with the CEO of a large healthcare system, who commented that in the area of physician preference items, while everyone else in the industry holds a candle, MedAssets holds a searchlight,” says Brenner. “It made a difference that other providers were validating the PPI advantage MedAssets held in capabilities, systems and tools.”

Solution

In 2010, TPC members converted their respective existing GPO relationships and realized immediate benefit. The sourcing of custom contracts extended to both individual members and the coalition as a whole. Taking advantage of scale, TPC drove change across the health systems.

Centralized Distribution Management

MedAssets worked in collaboration with each provider to consolidate and standardize distribution spend for med/surg, laboratory and pharmacy under a single, custom contracting umbrella. Fueled by each member’s pre-commitment to convert to the recommended distributor, this comprehensive agreement generated a swift $6.5 million in savings.

“I believe that it’s the best distribution agreement in the country,” says Todd DeRoo, chief resource officer, Trinity Mother Frances Health System. “Converting three major areas simultaneously was a major effort, but the expertise of the MedAssets team helped us develop the terms and conditions, evaluate the responses and complete tough negotiations with the finalist. Every TPC member received an immediate benefit from the conversion process, and our cost-plus pricing decreased substantially.”

MedAssets also provided members with decision support analytics, for complete visibility into all aspects of supply spend. As a result, the coalition generated $35.7 million in savings through distribution and clinical sourcing initiatives by leveraging the knowledge and experience of the MedAssets Operational Analytics teams.

“My quarterly report details ongoing savings that have been audited and agreed upon by our hospital and MedAssets. I always know how current performance compares to our guaranteed savings—and what is in the pipeline,” notes Stephen Bowerman, chief financial officer, Midland Memorial Hospital. “I can track my facility’s progress and also gauge our results against other TPC hospitals. It’s all very transparent and creates a friendly spirit of competition, even though we know that we’re all working together to hit the overall TPC savings target.”

Converting PPI through Clinical Value Analysis

Consulting services focused on the challenging area of PPI. MedAssets clinical resource management experts reviewed coalition member utilization to capture total costs then provided comparative analysis variables including reimbursement, supply cost, utilization and clinical resource data. The on-site MedAssets team then engaged TPC physicians in a distinct analytical review to present insight on PPI cost drivers and savings opportunities. The physician engagement resulted in converting usage and more standardization for a total savings of more than $63.5 million.

According to Brenner, the ability to share data and collaborate with physicians in a scientific manner is essential to successful PPI conversions. It affirms to physicians it’s possible to maintain high quality patient outcomes while being mindful of how medical device selections impact financial results. “Thanks to clinical input and consensus we’re having great success in areas that seemed unmovable in the past, and the results have drawn favorable reviews, both in terms of perception and bottom-line results,” he says.

“The PPI process is a real eye-opener for physicians, and MedAssets analytics have been a strong selling point,” adds DeRoo. “During the negotiating process, our doctors told vendors that volume would be moved elsewhere if fair market prices weren’t met. In a recent initiative for heart valves, when the number-one vendor in that market would not meet the recommended price point, physicians chose instead to use two other vendors that would meet it.”

Concluding DeRoo says, “As supply chain executives and materials managers, we didn’t spend much time with physicians five years ago, but now we do. Data from MedAssets is helping us cross the goal line together.”

“It’s a great process to go through, just culturally, to meet with our physicians, examine data, evaluate clinical acceptance and outcomes and determine how we can get equivalent products at better prices,” says Bowerman. “Having that level of engagement with physicians is valuable to help us learn more about their practices and it has been a great savings opportunity.”

Results

The move to retain local identities and independent ownership structures enabled TPC members to gain access to price points and business intelligence usually reserved for the largest IDNs, including expert resources and benchmark data, generally cost prohibitive to develop and own.

Over the span of its engagement with MedAssets, TPC has experienced value-driven savings of $107.6 million, achieving $54 million in the first 18 months, beating its guarantee from MedAssets nearly three months early. The coalition generated approximately $35.7 million in savings through distribution and clinical sourcing initiatives, including $6.5 million in savings from a new system-wide distribution agreement, which consolidated members’ combined volume in med/surg, laboratory and pharmacy to one distributor. TPC also generated $8.4 million in savings from MedAssets Strategic Sourcing services. The PPI engagement resulted in converting usage and more standardization for a total savings of $63.5 million. Within that figure TPC realized $18.5 million in pharmacy services savings. Due to the success of the TPC’s relationship with MedAssets, a former Premier member (Hendrick Health System) chose to join TPC to benefit in the demonstrated supply chain cost reductions and clinical process improvements.

“After reviewing our options, we realized that joining this coalition also would give us access to MedAssets knowledge, technology and experts to control costs at a whole new level,” says Tim Lancaster, president and chief executive officer, Hendrick Health System. “Acting on our own we could never afford a staff to conduct a comprehensive value analysis on the total costs of care. This agreement is an essential step toward sustaining our financial viability and ability to continue to provide excellent patient care in our community.”

Brenner adds, “MedAssets has brought structure, process and predictability to an otherwise challenging and disparate supply chain process. Our members are benefiting from aggressive pricing programs combined with flexibility in contracting to maximize benefits. Our results to date demonstrate we have made the right choice.”

Features

  • Leveraged the combined strength of a “virtual IDN” business model to create economies of scale and significant financial benefit to the coalition and individual members
  • Introduced Operational Analytics as the next step in achieving greater cost reductions in clinical supplies, based on standardizing and reducing variability in supply usage by procedure, physician and service line
  • Worked with all TPC members to consolidate distribution spend for med/surg, laboratory and pharmacy under a single custom-contracting agreement
  • Used custom-contracting strategies to craft agreements at the facility level for PPI categories such as orthopedics
  • Converted member usage of sutures, endomechanicals, trocars, surgical mesh and topical skin adhesives to one supplier—and achieved significant savings
  • Applied proven methodologies to create structure and processes to create an informed clinical voice into PPI purchasing decisions

Optimize Cost Management Performance

  • Experienced value-driven savings of $107.6 million, achieving $54 million within the first 18 months
  • Generated $6.5 million in savings by consolidating members’ combined volume in med/surg, laboratory and pharmacy to one distributor
  • Utilized pharmacy services to gain another $18.5 million in savings
  • Generated GPO savings of $8.4 million
  • Gained an additional 10 percent savings on contracts for non-clinical products through pre-commitment strategies

Optimize Clinical Resource Utilization

  • $63.5 million in PPI savings
  • Hendrick Health System and Mission Regional Medical Center chose to join TPC to benefit in the demonstrated supply chain cost reductions and clinical process improvements

Optimize Clinical Resource Management

  • Generated $52.4 million in savings by converting usage of PPI
  • Premier member (Hendrick Health System) chose to join TPC to benefit in the demonstrated supply chain cost reductions and clinical process improvements

Tags:  Cost  MedAssets  Texas  Texas Purchasing Coalition 

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University of Pittsburgh Medical Center Adds $30 Million to Bottom Line

Posted By HSCA, Thursday, January 14, 2016

In 23 years, University of Pittsburgh Medical Center (UPMC) has aggressively grown from a single medical center to an integrated global health enterprise that boasts 20 hospital locations with 4,500 licensed beds, more than 400 outpatient sites, 55,000 plus employees and $10 billion in annual revenue. In the summer of 2012, UPMC East, a newly constructed hospital near Pittsburgh in Monroeville, Pennsylvania, will open and add another 156 beds and seven operating rooms.

In 2005, UPMC selected MedAssets to support its goals for supply chain and revenue cycle management automation. The ability to drive contract compliance and improve productivity using MedAssets Procure-to-Pay Solutions has resulted in exceeding world-class benchmarks and, most important, creating a $30 million positive impact to UPMC’s bottom line. Also, by enabling linkage between the health system’s supply chain to the revenue cycle, MedAssets Cost Analytics support correct and complete billing for optimal revenue enhancement, on a daily basis.

Challenge

Supply Chain Management

UPMC buys supplies in tremendous volume—with $1.8 billion in spend, 4,000 purchase requisitions processed per week and 70,000 invoices per month all managed by a 370-member team. In addition, 1.1 million packages come through the central distribution center annually. Like many other healthcare purchasing organizations across the country, UPMC was struggling with waste and inefficiency even though they had taken steps toward automation with another vendor’s system. Despite the technology investment, its supply chain remained completely paper-based. Generic descriptions on requisitions frustrated end users and caused a 20-day backlog on purchase orders. Contract compliance was limited with more than 50 percent of UPMC’s purchases occurring outside of the established supply chain processes. UPMC implemented MedAssets Contract Catalog database and Cost Analytics tools to manage data and reporting.

Access and Reimbursement

Related to Revenue Cycle processes, UPMC’s Patient Financial Services department manages the full continuum of services—from pre-registration and patient access, to claims submission and follow up. According to Don Riefner, twenty-three year veteran and UPMC’s chief revenue officer, while collaboration between the supply chain and revenue cycle functions is key to proper reimbursement, little of it existed between these two areas. Riefner asserts that information technology has been the linchpin of the organization’s success in meeting the integration needs necessary to maintain the highest level of care for patients while accommodating the exploding volume.

“The Charge Description Master (CDM) is where the supply chain meets the revenue cycle,” he explains. “The supply item needs the correct billing code (HCPCS) for charges to be captured. The same correct HCPCS code is needed for clean claim processing so that the hospital gets paid. At UPMC, like all hospital revenue cycle departments, we’re dependent on our patient accounting system. Our aging system, however, didn’t offer the functionality for the CDM to be standardized across our 20 different hospitals. Our current technology environment made appropriate coding extremely difficult.”

Solution

UPMC conducted a request for proposal and ultimately selected MedAssets based on a proven track record in procurement, supply chain management and revenue cycle management.

Streamline Purchasing Operations

A team was formed to manage content in the MedAssets Contract Catalog to assure contracts were complete and accurate before entering them into the database. Since 2010, Contract Catalog has enabled UPMC to maintain both local negotiated contracts, such as Physician Preference Items (PPI) for spine implants, as well as MedAssets National Contract Portfolio contracts. The improved quality of data enables UPMC to connect its supplier-hosted catalog with the eProcurement Services MarketPlace, powered by Prodigo Solutions®, tool, providing access to 200,000 items in the online tool used by 7,000+ end users. The Web-based technology also provides streamlined reporting for spend analytics, including a single report to compute the compliance rate.

eProcurement Services MarketPlace was deployed as an extension to the existing PeopleSoft ERP eProcurement module enabling UPMC to move from paper-based requisitions to full e-procurement. eProcurement Services MarketPlace provides detailed descriptions and pictures and drives contract compliance with a single online “marketplace” to buy contracted supplies. Today, more than 900 suppliers are connected to the tool, which includes contract compliant content from a number of sources; the UPMC Item Master, supplier punch-out sites and the MedAssets Contract Catalog.

In 2008, UPMC and MedAssets tackled a strategic initiative to reduce food service spend. With $60 million in annualized spend and more than 900 manufacturers supporting 48 cost centers the food service division of UPMC began a vigorous process of standardization. The process included movement from local agreements to distribution agreements, minimizing non-contracted spend, streamlining SKU’s and standardizing the vendor and distribution paths UPMC, with the support of MedAssets, also conducted a collaborative analysis detailing potential areas of opportunity.

Two food distributors were added to eProcurement Services MarketPlace and the MedAssets Cost Analytics tool was used to aid in contract management, compliance, consistency and pricing validation. Buying patterns of the internal staff were adjusted and a reverse order guide was implemented. “UPMC and MedAssets are managing food costs like no other hospital system,” says Brenda Jones, UPMC’s senior sourcing agent. “We’re a healthcare system that thinks like world class retailers leveraging all our buying power. MedAssets enabled the process for success—UPMC’s ability to purchase in volume, minimize the manufacturer base and standardize products. Enhanced management of the distribution chain results in better control of purchasing decisions and lowering costs while not compromising quality or patient satisfaction.”

Revenue Performance Improvement

Related to revenue cycle, MedAssets also led the UPMC Patient Financial Services team through standardization of the charge description master. UPMC used MedAssets CDM Master® solution to transition from multi-hospital charge description masters to a single corporate standard to make it easier to access appropriate coding for correct billing. In addition, a built-in repository serves as a reference manual to look up Medicare CPT codes. By finding missing codes, MedAssets technology is supporting UPMC staff to know that anything that can be charged will be charged, providing additional revenue enhancement.

Results

“UPMC’s supply chain is highly automated,” states James A. Szilagy, UPMC’s chief supply chain officer. “Technology is enabling us to drive more automated transactions and to dedicate fewer FTEs to tactical activity than other companies. We can point to 25 FTEs, at a minimum, that were redeployed or eliminated because of automated processes. In all, MedAssets procurement automation tools supported the ability to enforce contract compliance have delivered $30 million to UPMC’s bottom line.”

UPMC went from a 20-day backlog on purchase orders to less than a two-day turnaround, which far exceeds the industry standard. Within 10 months, UPMC’s purchase order transactional productivity rose to a level that is more than 245 percent above the industry average and 58 percent above the world-class benchmark. Invoice transactional productivity, the cost to process an invoice, also tops the highest industry benchmarks. Because the process is now electronic, UPMC’s rate is more than 40 percent below the world-class benchmark. Processing cost per purchase order has improved by 18 percent and is significantly lower than both the cross-industry average and the world-class benchmark.

As a result of eProcurement Services MarketPlace, UPMC processes 100,000 purchase order lines per month and 81 percent of those are now processed from requisitions that start in eProcurement Services MarketPlace, effectively creating contract compliance at the point of requisition. In addition, 45 percent of the purchase orders automatically generated from those requisitions are sent electronically via electronic data interchange (EDI) exchange directly to the vendor without any buyer involvement. Since the creation of the catalog team, and new processes to support data integrity, UPMC has reduced the EDI pricing discrepancy rate by 92 percent. The error rate of 1.54 percent translates to fewer vendor invoices failing as a match exception on the ERP system.

“MedAssets technology coupled with improved processes has given us more efficient and reliable spend analytics coming out of the Spend Analytics Basic tool,” states Lynn Koziak, UPMC’s director of finance for supply chain management.

“UPMC’s overall objective is to drive supply chain efficiencies by rationalizing spend, lowering purchasing and products costs such that more volume flows through high quality preferred suppliers, while increasing patient satisfaction. Food costs cannot be overlooked,” states Jones. “Working with MedAssets and changing internal processes is the driving force to our ability to lower costs.” In 2010, successes of this methodology yielded UPMC $2.4 million in MedAssets contract savings and $1.4 million in locally negotiated contract savings. Further, 100+ manufacturers were reduced to seven (7) yielding an additional $800,000 in savings.

Cost Analytics provided visibility into spending on food contracting services to realize $2.4 million in contract opportunities and  $1.4 million in rebates with locally negotiated vendors. Examples can be seen in many of UPMC’s market basket, one significant area reviewed was the protein line. Eighty-six manufacturers were utilized at a spend of $3.2 million, today UPMC uses five manufacturers and successfully realized a savings of $335,000. UPMC has many examples where standardization and streamlining have “paid-off.” In 2010 UPMC successfully remained 2 percent below the inflationary rate of 5 percent throughout the year.

“MedAssets is a perfect fit for UPMC into the future,” adds Riefner. “Hospitals rely on specialized technology, like CDM Master, to automate the functionality of today’s aging patient account systems. MedAssets has been key to our ability at UPMC to meet our mission of integration.”

Tags:  Cost  MedAssets  Pennsylvania 

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Community Health Network Improves Workflow Process Supported by Technology to Realize $26.7 Million in Cash Improvement

Posted By HSCA, Tuesday, September 15, 2015

Challenge

Ranked among the nation’s most integrated health systems, Community Health Network (CHN), set out to accelerate revenue cycle performance during a system-wide organizational improvement initiative. Sustainable revenue for one of Central Indiana’s largest not-for-profit health systems depended on elevating key performance indicators for its four Indianapolis hospitals from historically good levels to best-practice levels.

“We recognized the need to bring in support to help us reach the next level of revenue cycle performance,” says Charles Meadows, CHN’s vice president of Revenue Cycle. “Inconsistencies from the point of scheduling continuing through bad debt write-offs on the back-end within our revenue cycle process caused multiple missed revenue-collecting opportunities.”

CHN operates a central business office (CBO) covering Patient Access and Patient Financial Services (PFS) for its four Indianapolis hospitals. Yet only 18 percent of pre-visit revenue passed through the central business office (CBO) patient access processes. Also, over reliance on manual efforts prevented these revenue-critical functions from collaborating to fully resolve accounts; all factors holding back productivity and revenue potential for the system.

“We wanted a lasting financial impact on our revenue cycle performance,” says CHN’s chief financial officer, Jeff Kirkham. “If we created an exceptionally efficient revenue cycle that aligned people with best practices and technology, then our staff would be empowered to completely and accurately collect reimbursement for the care we deliver.”

Solution

CHN leadership engaged MedAssets Performance Improvement Consulting to drive a year-long, end-to-end revenue cycle performance improvement engagement for the health system. The engagement extended an existing agreement with MedAssets for revenue cycle technologies, to include comprehensive revenue cycle consulting and the implementation of additional solutions. “MedAssets consultants have the expertise to redesign workflows to increase accuracy and productivity within the revenue cycle. And they have the tools required to sustain it,” says Meadows. “Their repeated success with improving revenue performance at other health systems further proved our ability for future sustainability,” he adds.

Mapping Workflow to Industry Standards

Working with CHN leadership and front-line staff, MedAssets team members methodically isolated and mapped every administrative workflow, process and procedure from the front-end to the back-end of the revenue cycle. A collective, versus isolated, review of revenue cycle processes and responsibilities enabled CHN employees to evaluate holistic adjustments or specific departments’ needed changes.

“We didn’t realize the full potential for performance and organizational change until we engaged the consultants at MedAssets—and they quantified the potential revenue improvement of at least $25 million for our system,” says Meadows. “The ROI potential was real.”

Consensus Building towards a Best-for-CHN Performance Strategy

Operational findings, data retrieval and insights from interviews with more than 100 employees became the framework for CHN’s go-forward CBO strategy for revenue cycle management. MedAssets fostered consensus for a new organizational plan rooted in proven best practices—and adapted to CHN’s preferences.

“They did a lot of listening first,” said Meadows. “MedAssets consultants did not just spend time with me and other management at CHN. They sat elbow to elbow with schedulers, billers, coders and A/R reps who work our patient accounts every day to hear what works and what doesn’t work at CHN.”

After thoroughly assessing people, processes and technology, MedAssets presented to CHN leadership the strategy for improvement. Once approved, MedAssets managed a nine-month implementation plan to meet key financial performance targets.

The Shift from Centralized to Synchronized

At the heart of the implementation was a multidisciplinary central command in patient financial services to collectively track progress and address challenges during the phased rollout. “We called it the War Room,” said Meadows. “Key performance metrics covered every inch of all four walls. It’s a collaborative communication effort we maintain to track metrics.”

Another key change initiative focused on high-dollar patient account review. The meetings fostered critical collections transparency and allowed data sharing and communications between departments. “Every week, staff from Patient Access, Case Management, Financial Counseling and Medicaid Enrollment meet to review patient accounts totaling $30,000 in charges or more,” explains Meadows. “This team proactively confirms authorization and patient liabilities and explores every other potential source for payment. We generate a bill for services with no doubt in our mind what will be reimbursed.”

Processes Supported by Technology

Major initiatives implemented at CHN consisted of department reorganization in Patient Access, Health Information Management and PFS departments. CHN approved the creation of functional processes, new job descriptions and responsibilities. MedAssets consultants trained staff and facilitated adoption of new quality and productivity measurements.

Added MedAssets solutions now autnnomate manual processes to centrally identify patient-pay collections, verify insurance coverage prior to care, identify reasons for denials and pinpoint underpayments. The automation also created a closed-loop feedback process in the CBO. Reasons for denials circled back to the front-end to continuously identify root causes and fine tune processes to prevent future account errors.

“With this level of organizational change and collaboration, we experienced a good bit of nervous energy throughout the system,” notes Meadows. “Early staff consensus coupled with the support of leadership from day one helped us maintain focus and mitigate challenges. And our multidisciplinary teams really championed the potential for what we could achieve.”

Results

Since working with MedAssets, CHN has realized a 20 percent increase across many key performance metrics. Cash improvements totaled $26.7 million; $12.6 million of that total reflected income statement benefit. “It’s an improvement that we’re confident we have the tools to sustain,” says Meadows.

Transparency and Accountability

Beyond the initial result to reduce backlogs, CHN is now equipped to avoid them. Sharing more data across the system helped CHN to reduce denials and increase cash collections, and equally as notable, process changes within departments created more transparency and accountability throughout the revenue cycle. “We now have data and technology supporting best practice processes to proactively prevent revenue backlog,” notes Meadows.

CHN continues to build on its organizational performance improvement successes, expanding their engagement with MedAssets to assess the system’s case management department.

“MedAssets guided the significant shift our operations needed, and helped us view our business in a way that we were never able to before,” says Kirkham. “We could not have achieved these results on our own.”

Key Performance Metrics

  • Reduced A/R days by 23 percent (56 to 45 days)
  • Reduced A/R over 90 days by 25 percent
  • Reduced denial rate by 47 percent, (8.6 percent to 5 percent)
  • Increase point of service collections by 50 percent

By CBO Department

Patient access department

  • Implemented centralized pre-visit function centralizing 62 percent of revenue, up from 18 percent
  • Added infrastructure to support a 50 percent increase in point of service collections
  • Automated patient eligibility verification and self-pay calculations with MedAssets Patient Access Solutions
  • Increased staff productivity by 100 percent
  • Achieved 100 percent individual staff productivity (from 8–15 accounts to 18–38 accounts processed daily)
  • Saved $50,000 monthly due to renegotiated Medicaid eligibility vendor contract
  • Implemented centralized pre-visit function centralizing 62 percent of revenue, up from 18 percent

Optimize financial performance

  • Increased coder productivity standards and credentialed coders (81 percent of staff, up from 30 percent)
  • Insourced coding function which resulted in $225,000 annual savings
  • Reallocated staff and reduced budgeted full-time staff by 3 or 4 percent
  • Outsourced transcription, saving nearly $918,000 annually
  • Achieved lowest discharged not-final-billed claims levels
  • Implemented and trained five functional teams
  • Implemented productivity standards and quality assurance program, with employee score cards
  • Increased A/R rep productivity to 50 accounts/day
  • Patient Access and Denials Management Solutions
  • Adjusted all payors to post payments electronically

About Community Health Network

The not-for-profit health system includes:

  • Employees: 11,500
  • Physicians: 2,000
  • Beds: 1,000+ beds
  • Inpatient admissions: Nearly 45,000
  • ER visits: 231,190
  • Surgeries: 106,336
  • 2010 revenue: Approximately $2.9 billion
  • web: www.eCHN.com

Revenue Performance Improvement Consulting

  • A/R days reduction: 23 percent
  • A/R over 90 days reduction: 25 percent
  • Denial rate reduction: 47 percent
  • POS collections increase: 50 percent
  • Cash improvement of $26.7 million
  • Realized a 20 percent increase across multiple KPIs

Tags:  Cost  Indiana  MedAssets 

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