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DAVID BOLTON16590 Glenshire Drive * Truckee, California
96161(530) 414-1485 * [email protected]
REVENUE CYCLE DIRECTOR
Business professional with 30+ years' financial management
experience in healthcare segment and outstanding record of turning
around A/R, cash and bad debt positions. Well-established abilities
in legacy systems conversion, leadership of business process
improvement teams, Charge Master maintenance, and guest excellence
programs. Strongly committed to best-practice training of
administrative groups to achieve patient satisfaction and
institutional goals.
A/R Management * Revenue Cycle Operations * Cash Flow
Optimization * RegulatoryComplianceProcess Improvement * Technology
Integration & Enhancement * Employee Education* Budgeting &
Forecasting
PROFESSIONAL EXPERIENCE
MAMMOTH HOSPITAL AND SIERRA PARK CLINICS, Mammoth Lakes,
California . March 2009to present.
Critical Access Hospital with 11 physician clinics
Patient Account ManagerResponsible for accounts receivables for
hospital and clinics. Currently working to optimize hospital
information system and reviewing need for separate physician
billing system. Responsible for admitting and financial
counseling.* Doubled cash reserves in one year through improved
Revenue Cycle operations.* Developed Charge Master Team to address
charge compliance and charge practices.* Working with admitting in
the areas of quality and guest excellence.* Reduced days from high
90's to the mid-60's in 8 months.* Consolidated Business Office
team into one location.* Serving on IT steering committee to assist
organization with optimization of i
n house systems.* Installed Computer Based Training for all
revenue cycle areas.
BONNER GENERAL HOSPITAL, Sandpoint, Idaho * February
2008-February 200975-bed acute care hospital with a home health
agency and 2 physician clinics.
Patient Accounts ManagerDirect accounts receivable management
for hospital, home health, and clinics. Convert operations from
legacy computer systems to new physician/clinic billing systems.
Serve on hospital's administrative advisory board.* Reduced A/R
days from 75 to 65 (increasing cash by 18%); decreased A/R +90
dayamounts from 44% to 33% (with goal of 25% by fiscal year end);
and, reduced baddebt from 7% to 5%*all within 8 months. Created
payer-centered teams, and intro
duced individual A/R goals/monitoring, and an incentive program
for increasing cash.* Revamped Charge Description Master process to
appropriately capture revenue inRadiology, Blood Bank, and Surgery.
Designed Surgery Charges based on acuity and time model.* Improved
customer service by training business office staff in guest
relationsbest practices.* Overhauled Charity Care program that is
more dignified for patients to access.* Performed compliance
assessment and revised billing policies and practices.
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THE TOIYABE GROUP, Reno, Nevada * 2007-2008Provider of Charge
Master reviews, revenue enhancement, compliance audits/remediation
strategies, and revenue cycle consulting for healthcare
clients.
Director, Client ServicesPerformed charge master coding reviews,
A/R assessments/recommendations, clinicmedical records vs. clinic
billing reviews, and on-site assessments of, and improvements to,
charge capture processes.* Developed marketing strategy to expand
client base and training plan for company employees.
TAHOE FOREST HOSPITAL DISTRICT, Truckee, California *
2000-2007Hospital system with 35-bed acute care hospital, a
critical access hospital, home health, and hospice care.
DAVID BOLTON * Page 2 * [email protected]
Director, Patient Financial ServicesManaged revenue cycle
operations for Tahoe Forest Hospital, Incline Village Community
Hospital, and Tahoe Forest Home Health and Hospice. Oversaw
Pre-admitting, Admitting, Financial Counseling, Billing, Credit and
Collections, Charge Master, A/R Computer Systems, and Home Health
A/R operations.* Slashed A/R from 118 days to 64 days; cut +90-day
receivables from 44% to 25%;
drove down bad debt from 11% to 4%, and achieved net revenue
cash goals by taking over operations from a consulting group and
training all billing/admitting staff in quality practices.*
Enhanced Operating Room revenue by removing $3M+ in non-covered
services, andreplacing revenue with a Medicare compliant charge
process.* Played key role in making facilities compliant by
rebuilding the charge mastertable and educating department
directors on Medicare billable and non-billableservices.* Created
both pre-admission and financial counselor teams to assist with
financial screening and help patients apply for government
eligibility programs.
* Led team in utilizing Six Sigma methodology that resulted in:o
Development of an 80-hour competency training program for
admissions.
o Implementation of optical scanning.o Through Revenue Cycle
mapping, identified and eliminated rework and broken processes.o
Monitoring tools for staff in A/R and Admitting driving improved
customer service and performance recognition.* Developed new-hire
orientation tool for the national Healthcare Financial Management
Association (HFMA). It is now in use nationally.* Received Follmer
Award for 360 hours of HFMA education in Revenue Cycle, Compliance,
and Charge Master.
PEACEHEALTH, Longview, Washington * 1998-2000Acute care hospital
with 193 beds, 60 physicians in 10 clinics, and multiple behavioral
health facilities.
Director, Patient Financial ServicesLed 6 direct reports and 149
total FTEs across Admitting, Clinic Registration, Clinic Coding and
Charge Entry, Billing, Customer Service, and Credit and
Collections. Administered budget of $3.7M. Special emphasis on
computer operations, especially working down 3 legacy systems.
Collaborated with revenue cycle counterparts across 3 states and
7-hospital system.* Implemented 2 computer information systems
(hospital and multiple clinics) *despite inheriting an A/R fiasco
from a failed outsource vendor who caused substantial negative
PR.
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* Restructured Billing department to better suit the needs of
the hospital and clinic by building payer specific teams. Installed
Electronic Remittance advicesfor government programs.* Organized
Admission Accuracy monitoring to improve quality of data received
inbilling.* Institutionalized employee education, including Guest
Excellence training forall staff, re-education for billing staff to
ensure compliance/best practices, and the development of scripting
and online tools for use by admission staff.
FREMONT-RIDEOUT HEALTH GROUP, Yuba City, California * 1990-19982
acute care hospitals encompassing 256 beds, home health, hospice
and an ambulatory surgery center.
Director, Business ServicesProvided best-practice financial
management and business process improvement for$200M+ health
system, including Admitting, Billing, A/R, Credit and Collections,
Guest Relations, and Communications. Supervised 3 managers and 60
FTEs, and created and managed operating budget of $1.5M+.
Implemented and ensured compliancewith Medicare and Medi-Cal
regulations, SNF and physician billing, and ambulatory surgical
care. Managed all charge description master changes, optimized
reimbursements, and implemented and monitored PPO/HMO contracts.*
Maintained, on average, 75% of A/R at less than 60 days from
discharge, and A/R Days in the 50-60 day range for 8 years. Held
bad debt at less than 2% of gross revenues.
* Started up ambulatory surgery center, including
computerization and business office policies. Rolled out billing
policies/practices for the Workers Comp clinic, Great Beginnings,
(Nurse mid-wife service), and Urgent Care clinic.* Achieved
significant cost reductions and quality improvements through
commitment to process improvement:o Led major conversion of
in-house computer system for 2 acute hospitals.o Introduced
preadmission processes for scheduled patients, and implemented
quality control in admissions.o Initiated Optical Scanning
processes for file storage.o Launched electronic remittance advice
posting for Medicare, and facilitated electronic billing for 70% of
bills.DAVID BOLTON * Page 3 * [email protected]
* Achieved major enhancements in formalized training*for
admissions staff, guestexcellence programs for all staff.
SAINT JOSEPH HOSPITAL, Eureka, California * 1976-199099 Bed
Acute Care Hospital, a part of the St. Joseph Health SystemManager,
Patient Accounts
* Collaborated with local Occupational Training providers to
prepare entry levelemployees for work in the healthcare business
environment. Program was 300 hours long and 70% of the students
found work.
EDUCATION
Associate of Arts Studies in Psychology, College of the
Redwoods, Eureka, CaliforniaCalifornia Credentialed Teacher in
Vocational Education
PROFESSIONAL AFFILIATION
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Healthcare Financial Management Association
