Getting the Most Out of Your Revenue Cyclecampus.ahima.org/audio/2009/RB012909.pdf · Revenue Cycle Performance Indicators Define, measure, and interpret indicators that go beyond

© Copyright 2009 American Health Information Management Association. All rights reserved.

Getting the Most Out of Your Revenue Cycle

Audio Seminar/Webinar January 29, 2009

Practical Tools for Seminar Learning

Disclaimer

AHIMA 2009 Audio Seminar Series • http://campus.ahima.org/audio American Health Information Management Association • 233 N. Michigan Ave., 21st Floor, Chicago, Illinois

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The American Health Information Management Association makes no representation or guarantee with respect to the contents herein and specifically disclaims any implied guarantee of suitability for any specific purpose. AHIMA has no liability or responsibility to any person or entity with respect to any loss or damage caused by the use of this audio seminar, including but not limited to any loss of revenue, interruption of service, loss of business, or indirect damages resulting from the use of this program. AHIMA makes no guarantee that the use of this program will prevent differences of opinion or disputes with Medicare or other third party payers as to the amount that will be paid to providers of service. As a provider of continuing education the American Health Information Management Association (AHIMA) must assure balance, independence, objectivity and scientific rigor in all of its endeavors. AHIMA is solely responsible for control of program objectives and content and the selection of presenters. All speakers and planning committee members are expected to disclose to the audience: (1) any significant financial interest or other relationships with the manufacturer(s) or provider(s) of any commercial product(s) or services(s) discussed in an educational presentation; (2) any significant financial interest or other relationship with any companies providing commercial support for the activity; and (3) if the presentation will include discussion of investigational or unlabeled uses of a product. The intent of this requirement is not to prevent a speaker with commercial affiliations from presenting, but rather to provide the participants with information from which they may make their own judgments.

Faculty

AHIMA 2009 Audio Seminar Series ii

Stacie M. Smith, MBA, RHIA

Stacie Smith, MBA, RHIA, is a senior HIM consultant with Precyse Solutions in Wayne, PA. Ms. Smith has over 15 years of experience as a manager and consultant in the HIM field. She has participated on 2 practice briefs for AHIMA and held many capacitates in state and local HIMA.

Karen Youmans, MPA, RHIA, CCS

Karen G. Youmans, MPA, RHIA, CCS, is president of YES HIM Consulting in Largo, FL. Ms. Youmans has over 25 years of experience as a manager, educator, and consultant in the HIM field. She has also written numerous articles on health information topics, and is the author of Basic Healthcare Statistics for Health Information Management Professionals, published by AHIMA.

Table of Contents

AHIMA 2009 Audio Seminar Series

Disclaimer ..................................................................................................................... i Faculty ......................................................................................................................... ii Objectives ..................................................................................................................... 1 Definitions of the Revenue Cycle ..................................................................................... 1 Common Reasons for Lost Reimbursement .................................................................... 2-3 Top 10 Revenue Cycle Mistakes .................................................................................... 3-4 Presentation Outline ....................................................................................................... 5 Revenue Cycle Performance Indicators .......................................................................... 5-6 The Revenue Cycle Team or A/R Task Force .................................................................. 6-7 Sample Revenue Cycle Team Objectives .......................................................................... 8 Typical Measurements/Indicators ..................................................................................... 8 Example Best Practice Standards ................................................................................. 9-11 The HIM Role on Revenue Cycle Team ............................................................................ 11 Processes Within HIM to Target ...................................................................................... 12 Accurate Clinical Documentation ..................................................................................... 12 A CDI Program Would benefit an Organization if: ............................................................. 13 Elements to a Successful CDIP ....................................................................................... 13 HIM’s Role in a CDIP ..................................................................................................... 14 CDIP Committee ...................................................................................................... 14-15 CDI ....................................................................................................................... 15 Unbilled Management .................................................................................................... 16 The HIM Role in Unbilled Management ............................................................................ 16 HIM Factors for Successful Lower DNFB .......................................................................... 17 Information Systems ..................................................................................................... 18 Unbilled Management Example Grids ......................................................................... 18-19 HIM Report Samples ................................................................................................. 20-21 Chargemaster .......................................................................................................... 21-22 Chargemaster Team ................................................................................................. 22-23 Case Mix Index ........................................................................................................ 23-24 Future Areas of Focus .................................................................................................... 25 Revenue Cycle Challenges .............................................................................................. 25 Sample Suggested References ........................................................................................ 26 Resource/Reference List ........................................................................................... 26-27 Audio Seminar Discussion and Audio Seminar Information Online ...................................... 28 Upcoming Audio Seminars ............................................................................................ 29 Thank You/Evaluation Form and CE Certificate (Web Address) .......................................... 29 Appendix .................................................................................................................. 30 Resource/Reference List ....................................................................................... 31 CE Certificate Instructions


AHIMA 2009 Audio Seminar Series 1

Notes/Comments/Questions

Objectives

Provide the purpose and role of HIM in revenue cycle managementIdentify demands and complexities in managing the revenue cycleIllustrate different approaches for solutions for managing revenue

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Definitions of the Revenue Cycle

“The processes and associated suite of software applications required to manage the registration, charging, billing and

payment collections tasks associated with a patient encounter.”

*2007 HIMSS Analytics Report

“All administrative and clinical functions that contribute to the capture, management, and

collection of patient service revenue.”* HFMA Glossary

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Common Reasons for Lost Reimbursement

1) CDM• Invalid CPT®/HCPCS codes• Illogical revenue code assignments• CDM description inconsistent with AMA

standards• CPT®/HCPCS codes not in CDM• New items & services not on CDM• Surgical codes• Explosion codes• Lack of department reviews

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2) Billing• Inconsistency between CDM & charge

screens/charge tickets• Inaccurate charge entry• Routine supplies• Non-covered services (ABN not obtained)• Not using payer-specific CPT® codes• Modifier assignment• ER mapping system

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3) Coding• Documentation lacking• Lack of Coding Education• Documentation does not support Medical

Necessity• Modifiers - appropriate/inappropriate use• Modifier assignment - accommodated in

CDM or assigned at time of billing• Local Coverage Determination (LCD)

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Top 10 Revenue Cycle Mistakes

1. Rely on back-end rework to correct front-end errors;

2. Don’t report revenue cycle metrics to operational managers;

3. Don’t confirm payment prior to service;

4. Rely on post date of service billing and collections to pursue all patient payments;

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5. Have rigid payment requirements;6. Rely on physicians to correctly and

completely document services rendered;

7. Focus sporadically on quality and training;

8. Allow accountability for results to be somewhat fuzzy;

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9. Leave performance metrics as an afterthought; and

10. Use nonstandard definitions and procedures for recording errors, denials, an write-offs.

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Presentation Outline

AR Task Force – KarenCDI – StacieUnbilled Management – KarenCDM – Stacie

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Revenue Cycle Performance Indicators

Define, measure, and interpret indicators that go beyond gross receivables, cash and A/R daysDevelop a comprehensive set of key indicator graphs to communicate revenue cycle performanceRelate indicators to one another and understand processes that support achievement of results

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Revenue Cycle Performance Indicators

Understand best practice goals, upper and lower control limits, and the importance of managing trendsPerform a mini-assessment of your revenue cycle operations using an improved financial indicators checklist as well as related process stepsUse a rigorous set of metrics to help drive continuous improvement

*HFMA 2005 11

The Revenue Cycle Team or A/R Task Force

1. Champion the need to have a Revenue Cycle Team or “A/R Task Force”;

2. Determine membership of the Team;3. Assess the baseline knowledge of the Team

members;4. Determine the necessary education for all

Team members;5. Define Team Goals and set Ground Rules for

meetings;6. Identify and Define Data Needs and

Sources;12





7. Standardize Language and Data Reporting;8. Develop Key Indicators/Measurement

along the entire Revenue cycle; 9. Perform a Gap Analysis;10. Define Team and Facility Responsibilities

(e.g. Identify Appropriate Types of Issues for the Team to address);

11. Prioritize Issues and Problem Areas;

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12. Educate your Team (Ongoing);13. Educate your Facility (Ongoing);

• Revenue cycle manual• Clinical staff• Targeted problem areas• Annual updates

RegulatoryCoding

14. Coordination of upgrades/updates; and15. Your work is ongoing…

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Sample Revenue Cycle Team Objectives

Identify issues resulting in increased A/RPrioritize issues to addressDiscuss intermediate measurements/indicatorsCommunicate issues to appropriate areasSolve problems collaboratively Distribute educational material and provide trainingReview denials and actively discuss appeal process and successDevelop a “map” or “blueprint” on how to bring up new services

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Typical Measurements/Indicators

DNFB $ (Discharged Not Final Billed)A/R daysBill hold days% and $ of write-offs% of clean claims% of RTPs (Return to Provider)% of denials% of accounts missing documents# of query forms% of late charges% of accurate registrations 16




Example Best Practice Standards

Overall pre-registration rate of scheduled patients ≥ 98%Overall insurance verification rate of scheduled patients ≥ 98%Average registration interview duration ≤ 10 minutesData quality compared with pre-established dept standards ≥ 99%Master patient index duplicates created daily as a percentage of total registrations ≤ 1%Collection of elective services deposits prior to service 100%

*July, 2007 Healthcare Financial Mgmt 17


Late charge hold period 2-4 daysLate charges as a percentage of total charges ≤ 2%Chargemaster duplicate items 0%Chargemaster revenue code lacks necessary HCPCS/CPT-4 code 0%Chargemaster item price less than hospital OPPS APC rate 0%HIPAA compliance electronic claim submission rate 100%






Bad debt write offs as a percentage of gross revenue ≤ 3%DNFB A/R days (includes late charge hold period) ≤ 4-6 A/R daysOverall denials rate ≤ 4%Medicare return to provider denials rate ≤ 3%Appeal denials overturned rate 40 – 60%Inpatient charts coded per coder/per day 23-26



Observation charts coded per coder/day 36-40Ambulatory surgery charts coded per coder/per day 36-40Outpatient charts coded per coder/day 150-230ED charts coded per coder/per day 150-230






AHIMA vs. HFMAAHIMA HFMA

ED 120/day ED 150-230/dayAncillary 240/day Ancillary 150-230Amb Surg 40/day Amb Surg 36-40Inpatient 24/day Inpatient 23-26

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The HIM Role on Revenue Cycle Team

Great knowledge baseLiaison between all areasCoding a common focusCoded Data ExpertsCoding Accuracy and ConsistencyCase mix AnalysisDRG/APC ExpertsEducation / presentations / trainingsDocumentation expertsHolder of the “Rework” Effort

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Processes Within HIM to Target

Demographic collection and MRNMedical information collectionComplianceDocumentation enhancementCoding educationDNFBChargemaster (CDM)Data quality reviewFailed claims reviewThird-party coding and billing audits

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Accurate Clinical Documentation

Improves Patient Quality CareImproves Coded Data AccuracyReduces Claims Denial, Which Will Improve Financial Performance

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A CDI Program Would Benefit an Organization if:

A collaborative multidisciplinary approach to concurrent documentation does not exist in your facilityThe impact of MS-DRGs for your facility is being reviewed and analyzedYour CMI does not accurately reflect the acuity of patients treated in your facilityMedical Staff CMEs have not included topics such as documentation, POAs or comparative data reportingA backlog of retrospective physician queries for inpatients impacts the flow of the revenue cycle in your facility

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Elements to a Successful CDIP

Brief overview:A program that is founded in strong business principlesInterdepartmental “buy in”Coordination of Multi-servicesKey Players and TrainingTracking, measures, scope, and communication

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HIM’s Role in a CDIP

Some of the roles that HIM can be involved in with a CDIP include:• Managing/partnering with CDS• Working with the CDSs to help educate

the physicians • Working with the CDSs to get the most

appropriate MS-DRG

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CDIP Committee

Members may include• HIM Director• Coding manager• Case Management/UR• CDI Specialist• Finance• Revenue Cycle Director• Compliance Officer• CFO

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CDIP Committee

Roles of the committee• Establish the roles/expectations of the

committee/members• Set goals with target dates• Identify the procedures• Establish metrics• Review/monitor reports/trends• Monitor the Return on Investment• Define the population

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CDI

Keys to a successful CDI program• Documentation• Education• Documentation• Education• Documentation• Education

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Unbilled Management

RTP/Denials ManagementResponse to Business Office/PFS RequestsEdit Correction (OCE and Groupers)Policy Development Based on Corporate GuidanceData Presentation Data AnalysisWrite Off PreparationAdditional Documentation Requests

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The HIM Role in Unbilled Management

Be responsible for our portion of the revenue cycle “pie”Typically if an account appears on the DNFB report, it is assumed that it is “due to coding”Differentiate what’s in your bucket, and what’s not, using unbilled “reason codes” via your abstracting system

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HIM Factors for Successful Lower DNFB

Coding experienceDocument imaging supportPhysician involvement in coding policyNewsletter communicationsHIM credentialsAutomated workflow management

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HIM Factors for Successful Lower DNFB

Formal cross-departmental groupsInformal cross-departmental communicationHIM participation in Revenue Cycle MgmtEstablished and realistic HIM coding expectationsCross-training of HIM codersAvailability of coding talentEducation in RCM processes for staff

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Information Systems

“Effective Revenue Cycle Management (RCM) strategies will depend on next generation clinical and financial information systems to address RCM from a care-based perspective in order for organizations to fully realize their revenue potential as the paradigm of reimbursement continues to shift towards payment based on quality and performance.”

*2007 HIMSS Analytics Report 35

Unbilled Management Example GridsMR ACCOUNTS WITH NOTES AS OF 08/24/2007ACCT NBR PATIENT NAME PT DSCHRG CHGS ------------------------------------------------------------------------------------Missing Cardiac CathXXXXXXXX NAME DAY 08/14/2007 1341.10 XXXXXXXX NAME DAY 08/21/2007 12392.85

TOTAL FOR Missing Cardiac Cath 2 13733.95

Registration Pt Type IncorrectXXXXXxXX NAME DAY 06/20/2007 1526.80 XXXXXxXX NAME DAY 06/22/2007 2984.60 XXXXXxXX NAME DAY 06/26/2007 2529.80 XXXXXxXX NAME DAY 07/12/2007 3550.00 XXXXXxXX NAME DAY 07/18/2007 4149.80 XXXXXxXX NAME OP 07/31/2007 1813.00 XXXXXxXX NAME OP 08/09/2007 3236.20 XXXXXxXX NAME OP 08/12/2007 3156.30

TOTAL FOR Registration Pt Type Incorrect 8 22946.5036




Unbilled Management Example GridsMD Query

XXXXXxXX NAME DAY 07/03/2007 5754.70 XXXXXxXX NAME DAY 07/05/2007 2563.85 XXXXXxXX NAME DAY 07/10/2007 7468.40 XXXXXxXX NAME DAY 07/11/2007 4063.40 XXXXXxXX NAME DAY 07/11/2007 4190.80 XXXXXxXX NAME IP 07/28/2007 29229.22 XXXXXxXX NAME IP 07/30/2007 7474.70 XXXXXxXX NAME IP 07/31/2007 11981.95 XXXXXxXX NAME IP 08/05/2007 11223.45 XXXXXxXX NAME IP 08/07/2007 7660.85

TOTAL FOR MD Query 10 91611.32

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Unbilled Management Example Grids

TOTAL FOR Missing OP Report 18 332192.01

TOTAL FOR Illegible Order - Lab 13 6786.60

TOTAL FOR Missing Path 1 3334.05

TOTAL FOR LAB 105 31000.30

TOTAL FOR Illegible Order - Rad 5 2161.85

TOTAL FOR Invalid Dx - DI 18 18815.85

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HIM Report Samples

CodeableGoal $(Below)

Goal Variance

of Codeable

Not Codeable

Goal $(Below)

Goal Variance of

Not Codeable

Average $/Claim of Codeable

Average $/Claim of Not Codeable

# Accts Total $ # Accts Total $ # Accts Total $IP 58 149,905 52 603,951 110 753,855 2,585 11,614

SDS 266 656,505 64 225,131 330 881,636 2,468 3,518ED 322 294,228 44 55,820 366 350,048 914 1,269

OP/Other 168 127,174 57 44,127 225 171,302 757 774Totals 814 $1,227,813 217 $929,029 1,031 $2,156,842 $1,600,000 -$372,187 $800,000 $129,029 $1,508 $4,281

Note: two days of A/R

Medical Records Coding, Post Bill Hold

Codeable Not Codeable* Total

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# Accts Total $CATHCHRGDATE 6 1,265 211

CO 1 1,593 1,593DS 1 8,919 8,919

DUPDX 3 2,063 688HP 31 86,912 2,804

LAB 24 102,668 428MC 28 255,809 9,136

NEW 1 2,769 2,769NR 9 8,341 927NS OP 31 188,238 6,072

PATH 10 91,960 9,196QUERY 9 68,463 7,607

RRAD

SC 32 23,661 739SO

SUP 1 91 91TD TH TO 7 67,703 9,672TC

CODE 4 13,926 3,481CXL

PNAUD 2 758 379SWINV 2 227 113

SIGNSCAN ZERO

SCMOB 2 400 200SCMRI 11 2,903 264 script missing MRISCCAR 2 358 179 script missing CardiacTotals 217 $929,029 $4,281

Medical Records Not Codeable, Post Bill Hold- Not Codeable Average

$/Claim Reason Descriptioncath report missingreview charges - Business Officedate missing on scriptconsultation missingdischarge summary missingduplicate account numbersdiagnosis missinghistory & physical not dictatedlab report missingmissing chartpending load of new codesnever received chart from unitNot Scannedop report not dictatedpathology report missingphysician clarification requiredreadmitted patientradiology report missingscript missingrecord signed out of medical recordssupplies onlydischarge summary pending transcH&P pending transcriptionop report pending transcriptionconsult pending transcriptionneeds codingcancelled procedureprogress note missingauditsocial work reviewInvalid diagnosisscript missing physician signaturescanned account.00 dollar accounts that had charges droppedscript missing MOB

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HIM Report Samples

5.395.565.695.505.69Days Unbilled

$ 16,733,962 $16,660,776$17,238,624 $ 16,957,903 $17,632,033 Total Unbilled

$862,872 $789,568 $358,968 $ 1,174,009 $381,901 Series Outpatients

$5,343,641 $4,903,840 $5,310,786 $ 3,456,803 $5,613,900 OutpatientDiagnostics

$421,172 $356,367 $426,444 $ 326,114 $423,086 ED

$1,876,037$3,142,776 $2,499,974 $ 2,869,799 $2,570,750 Ambulatory Surgery

$8,230,240 $7,468,224 $8,642,452 $ 9,131,178 $8,642,396 Inpatient

Coding Dollars

12/30/2007

Year toDate Avg

QuarterlyAvg

Month toDate AvgGoalWeek

EndingFunction

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Chargemaster

What is a Chargemaster (CDM)?• The CDM is a listing of all services and

procedures, and related charges provided to patients. To allow the hospital to charge for services and procedures, the CDM contains required descriptions and codes in support of the billings of services to patients or third-party payers in compliance with federal, state and local payor requirements. The CDM is used also for a basis for cost accounting/decision support and clinical effectiveness, inventory management and other analyses of operations.

42




Chargemaster

Revenue codes and the CDM play a significant role in the Revenue CycleThe CDM is in the divers seat of all the facility charges.The CDM must be current, comprehensive and compliantAnnual review of the CDM is highly recommended

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Chargemaster Team

Develop a team to consist of:• CDM Coordinator• HIM• PFS• Registration• Compliance• Charging departments• CFO

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Chargemaster Team (cont.)

Functions of the CDM team• Annual review of complete CDM• Monthly meetings• Develop a monthly calendar of departments

to review• Determine if charges/codes are

revised/added/deleted.• Education of other committee members• Monitor the process established to receive,

distribute, and implement Program Memorandums from the FI, state governments or other applicable parties

45

Case Mix Index

Why should you concentrate on CMI• Hospital payment under the PPS

depends on the MS-DRG assigned to Medicare cases.

• Small movements in the case mix can mean substantial gains or losses in revenue

46




Case Mix Index

How do you calculate the CMI• Case mix can be calculated by averaging

the MS-DRG weight for all hospital inpatients.

• Case mix is based upon the relative weights assigned to the MS-DRGs.

• The relative weights compare the average resources consumed in MS-DRGs.

• Case mix is calculated as:• the sum of all MS-DRGs relative weights/by

the number of Medicare cases

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Case Mix Index

CMI analysis• Determine time frame of review• Number of cases per MS-DRG• Top diagnosis and procedures• Age/Sex distributions• Payer• Admission/discharge patterns• Mean LOS by case groupings• Identify trends and patterns• Review recent changes• Coding and Billing processes

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Future Areas of Focus

According to HFMA white paper “Strategies for Improving the Revenue Cycle”here are the futureareas of focus

0

10

20

30

40

50

60 FrontEndClinical/CarePoint ofServiceOverall

RevenueCaptureBack End

ChargemasterStrategicPricing

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Revenue Cycle Challenges

Implementing an IT or vendor solution without the resources required to support processes/systems, adequate return on investment and appropriate selection processesImplementing registration or check-out procedures in the ER has also been problematic

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Sample Suggested References

HCPCS Level II Code Book

ICD-9-CM Code Book

Medical Necessity C/O Medicare Learning Networkhttp://www.cms.hhs.gov/medlearn/default.asp

Local Medicare Review Policies www.cms.hhs.gov/mcd

CPT-4 Coding Book

Medicare Program Memos & Transmittalswww.cms.hhs.gov/transmittals

HFMA publications

AHIMA publications and BoK

AHIMA 2007 Coding Productivity Survey

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Resource/Reference List

AHIMA Communities of Practice (CoP) at www.ahima.org• Charge Master CoP• HIM Revenue Cycle Management CoP

AHIMA online course, “A Guide to Revenue Cycle Management”. Part of the “Coding Assessments and Training Solutions” distance education program:http://campus.ahima.org/campus/course_info/CATS/CATS_newtraining.html

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FORE Library HIM Body of Knowledge (BoK) Articles• AHIMA Journal article, “HIM Spin on the Revenue

Cycle” by Karen Youmans, 3/2/04http://library.ahima.org/xpedio/groups/secure/documents/ahima/bok1_022536.hcsp

• Research study, “Best Practices in Revenue Cycle Management” by Margret Amatayakul, 8/1/05http://library.ahima.org/xpedio/groups/public/documents/ahima/bok1_032056.pdf

• AHIMA Journal article, “Benchmarking RCM: Best Practices to Enhance the HIM Role in Revenue Cycle Management” by Margret Amatayakul and Mitch Work, 3/2/06http://library.ahima.org/xpedio/groups/secure/documents/ahima/bok1_030859.hcsp

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AHIMA Convention presentation, The Evolution and Implementation of Clinical Documentation Improvement” by Ruthann Russo and DathleenDunleavy, 9/23/02 http://library.ahima.org/xpedio/groups/secure/documents/ahima/bok2_004302.pdf

AHIMA Journal article, “Ten steps to Successful Chargemaster Reviews”, Journal of AHIMA 72, no.1 Maureen Drach, Althea Davis, and Carmen Sagrati.http://library.ahima.org/xpedio/groups/documents/ahima/bok2_00509.hcsp

AHIMA Convention presentation, “Revenue Cycle Management” by Staci Sudberry Smith, RHIA, RN, CCS, CHFP and Karen Youmans, MPA, RHIA, CCS, 10/14/08

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Audio Seminar Discussion

Following today’s live seminarAvailable to AHIMA members at

www.AHIMA.orgClick on Communities of Practice (CoP) – icon on top right

AHIMA Member ID number and password required – for members only

Join the Coding Community from your Personal Page under Community Discussions, choose the Audio Seminar Forum

You will be able to:• Discuss seminar topics • Network with other AHIMA members • Enhance your learning experience

AHIMA Audio Seminars

Visit our Web site http://campus.AHIMA.orgfor information on the 2009 seminar schedule. While online, you can also register for seminars or order CDs, pre-recorded Webcasts, and *MP3s of past seminars.

*Select audio seminars only




Upcoming Seminars/Webinars

HIM in the Revenue Cycle: What You Need to Know to Talk to Your CFOFebruary 5, 2009

Mastering Injection and Infusion CodingFebruary 12, 2009

How CDI Programs Result in Quality Coded DataFebruary 19, 2009

Thank you for joining us today!Remember − sign on to the

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Each person seeking CE credit must complete the sign-in form and evaluation in order to view and

print their CE certificate

Certificates will be awarded forAHIMA Continuing Education Credit

Appendix


Resource/Reference List ....................................................................................... 31 CE Certificate Instructions

Appendix



http://www.cms.hhs.gov/medlearn/default.asp www.cms.hhs.gov/mcd www.cms.hhs.gov/transmittals www.ahima.org http://campus.ahima.org/campus/course_info/CATS/CATS_newtraining.html http://library.ahima.org/xpedio/groups/secure/documents/ahima/bok1_022536.hcsp http://library.ahima.org/xpedio/groups/public/documents/ahima/bok1_032056.pdf http://library.ahima.org/xpedio/groups/secure/documents/ahima/bok1_030859.hcsp http://library.ahima.org/xpedio/groups/secure/documents/ahima/bok2_004302.pdf http://library.ahima.org/xpedio/groups/documents/ahima/bok2_00509.hcsp

To receive your

CE Certificate

Please go to the AHIMA Web site

http://campus.ahima.org/audio/2009seminars.html click on the link to

“Sign In and Complete Online Evaluation” listed for this seminar.

You will be automatically linked to the

CE certificate for this seminar after completing the evaluation.

Each participant expecting to receive continuing education credit must complete the online evaluation and sign-in information after the seminar, in order to view

and print the CE certificate.

Documents

Getting the Most Out of Your Revenue Cyclecampus.ahima.org/audio/2009/RB012909.pdf · Revenue Cycle Performance Indicators Define, measure, and interpret indicators that go beyond