Revenue Cycle Health Check-Up: Learning & …aipam.net/doc/aIPAM_LearningPerf_SupportJWoerly_092911a.pdfAgenda for today’s discussion 2 Define trends and implications in today’s

Copyright © 2011 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

aIPAM Educational Conference

September 29, 2011

John Woerly, MSA, RHIA, CHAM, FHAM

(317)590-3067 [email protected]

"Revenue Cycle Health Check-Up: Learning & Performance Support at its

Finest"

mailto:[email protected]

Agenda for today’s discussion

2

Define trends and implications in today’s Provider marketplace

Identify Opportunities for the astute Revenue Cycle Manager

Review Learning & Performance Support Strategy as one way to cultivate self and staff,

and to differentiate oneself

Review the 3 main ingredients and how to set-up each:

o Performance Metrics and Monitors

o Learning Program

o Quality Assurance Program

Solicit participant ideas and best practices

2011 Trends & Implications in the Provider marketplace

Trend (Accenture analysis) Implication

“Cost is king” • Sub trends: Cost Reduction & Utilization Management, Business Model Shifts: Risk Sharing &

Population Management, and Consolidation

• Opportunity to cut cost and improve quality with “sourcing” and labor arbitrage

Connected Health • Opportunity to design and/or implement systems to coordinate patient care in a way that

improves overall productivity, lowers costs and empowers patients

• mHealth or Mobile provider solutions is also an opportunity for sourcing

Electronic Medical Record

(EMR)

• Opportunity to design and/or implement systems that offer providers clinical quality and

strong analytics capabilities value promised by their EMR investments

• Also -- an opportunity for sourcing

Accountable Care Orgs

(ACOs)

• Sub-trend: there is an opportunity to develop and/or implement the next generation of primary

care --that makes use of technology and is more consumer/retail based

Continued decline in paying

patients

• Opportunity to make IT more pervasive to cut operating cost and make care more patient -as -

consumer oriented

• Opportunity for sourcing

Retail Clinics and Online

diagnostics/Telehealth

• Opportunity to develop and /or implement systems that are consumer oriented, convenient

and can be available online

Interoperability • Consumerism and the Patient Experience

• Opportunity to design &/or implement systems that strategically communicate with each other

• Opportunity --for sourcing

Physician Integration &

Clinical Process Improvement

• Opportunity: Coordinate Physician/Ambulatory services, develop financial incentives, cultivate

and leverage physician leaders, collaboration & Clinical Process Improvement

Changing Role of IT & the

Value of Data

• Impact: Increased transparency which can lead to a change in physician behavior/care.

• Opportunity for sourcing 3

Healthcare reimbursement is migrating from a quantity-based

system to a quality-based system

4

Beginning October 1, 2012, CMS will base hospital reimbursement on a system of quality

outcomes, efficiency and patient satisfaction with their healthcare services, referred to as

Value Based Purchasing (VBP).

Reimbursements will be tied to a baseline score or improvements against that baseline.

The better the information gathered up front, the better the end result of the financial

transaction and the resulting patient satisfaction.

The key factors will be:

• Quality, including CMS's Core Measures, patient safety, and readmission and mortality

rates

• Efficiency, including the relative measure of the cost to the hospital for providing services

• Affordability, a relative comparison of prices charged for inpatient and outpatient services

• Patient satisfaction, as measured by the Hospital Consumer Assessment of Healthcare

Providers and Systems (HCAHPS)

Resource: “Don't Forget the Revenue Cycle: The First and Final Impression”. Stephen M. Stewart, MBA, FACHE, CPHIMS,

CHCIO. Advance, September 2011.

So what does this mean for Revenue Cycle operations &

Patient Access more specifically?

Opportunities for YOU and your TEAM . . .

• Demonstrate ability to be trend-setter by gaining new knowledge and fully accepting change

• Know your customers (internal and external): What do they REALLY want?

• Dream in the “future”

• Strive to improve what you are doing today: Little steps are OK!

• Measure outcomes

• Inspire others to achieve great levels of success! Celebrate successes!

• Communicate – to learn, to share, to inspire and to reward!

5

High PerformingRevenue Cycle Model

Accenture’s High Performing Revenue Cycle Vision

What does it take to be a High Performer?

6

Customer

Satisfaction

Financial

Integrity

Operational

Effectiveness

Standardization of Like Functions

Optimized Staffing & Training

Key Performance Metrics

Learning & Performance Support (Performance Metrics & Monitors, Learning & QA)

Core Operational Requirements Core Technology Requirements

Process Automation & Integration

Technology Enabled Work Flow

Enhanced Data Integrity

The Customer Comes First

Collect the Right Amount,

At the Right Time,

From the Right Source

Train & Communicate Effectively

Do it the Right Way

Assign Accountabilities & Reward

One way to get there . . .

Learning & Performance Support Program

Curriculum &

Course Content

Outcome

Management

Performance

Support

Learning

Environment

Learning

Management

• Position Descriptions

• Policies / Procedures

• Job Aids

• Online Repository

• Performance Metrics / SLAs /

KPIs

• User Network

• User Help Desk

• Bulletin Board Assistance /

Chat Room

• Course Scheduling &

Registration

• Logistics

• Competency Testing

• Course Evaluation

• Training History

• Classoom Interaction and Role Play

• Computer-Based Training

• Virtual Business Simulation (Online Practice)

• Coaching & Mentoring

• Newsletters & Other Communications

• Performance-Based

Evaluation Criterion

• Performance Standards

& Metrics

• Performance Monitors,

Reporting & Feedback

• Quality Assurance Audits /

Reviews

• Process Improvement Initiatives

• Orientation, Refresher & Continuing Education:

– Process & Technical Training

– Customer Excellence & Culture

Transformation Training

– Career & Leadership Training

Performance

Improvement &

Sustainability

7

Learning & Performance Support programs deliver

value by . . .

• Aligning senior management team around the organization’s strategy, as well as

alignment up and down the organization

• Communicating strategic objectives to associates and the rest of the organization

• Promoting associate engagement and a culture of accountability & follow-up

• Providing a mechanism for associate learning and feedback

• Serving as a management tool for decision-making and continuous process improvement

8

• Curriculum based upon leading practice processes, as well as materials from various business partners

• Multiple modes of learning utilized, including self-study, classroom style and coaching

• Courses developed by Instructional Curriculum Designers, focused on adult learning and competency measurement

• Various learning tracks (i.e. Beginner, Intermediate, Advanced, etc.) developed, in addition to Certification and Career Laddering programs

• Performance standards, monitors and feedback mechanisms incorporated and utilized to drive performance and outcomes

• Learning strategy and design developed at the Corporate level with training deployed locally

Key Attributes of the Learning & Performance

Support Strategy

Learning & Performance

SupportStrategy

9

Learning & Performance Support Operational Model

Policy / Procedure Development, Competency & Performance Standards,

Certification, and Compliance

Oversight & Coordination

Local Deployment:

• Learning Solution Delivery

• Performance Management Quality

Assurance Audits / Reviews

• Service Level Agreement Coordination

• Process Improvement Initiatives

Centralized Design & Development:

• Learning Solution Design & Development

• Learning Solution Support

• Outcome Management Design,

Development & Support

• Timely maintenance of program materials

Learning Mgt.

System(HealthStream)

Central Data

Repository(QuickBase)

Reporting

Metrics

Blended

Learning Solution

10

What steps do I take to get there?

Operational Foundations (Task 2)

Operational Enhancements (Task 3)

Project Set-Up (Task 1)

Deliverables and Milestones

(Task A) (Task B) (Task C) (Task D) (Task E)

11

Develop Organizational

Structure

What are some required Key Deliverables?

Project Set-Up:

Project Charter

Detailed Project Plan developed and approved

Project Status and Issue Tracking Database

developed

Project Strategy

Organizational Model

Communication Plan (Newsletters, Updates)

Analyze:

Learning and Performance Support Needs

Assessment

Design:

Learning Program Conceptual Design

Management Development Program Approach and

Design

Requirements Matrix

Training Environment Strategy

System Change Request

Training Style Sheet

Training Prototype (Course outline)

Detailed Course Design

Learning Plan template

Build:

Learning and Performance Support (L&PS)

Maintenance Plan

Initial / Pilot Learning and Performance Support

Materials (Training Content, Job Aids, Competency

Tests)

Job Descriptions (related to Learning and

Performance Support team & incorporation of key

components of L&PS within all staff’s job

descriptions)

Policies/Procedures

Test:

Test Protocols / Scenario’s

Pilot Guidelines

Pilot Evaluation and Gap Analysis Report

Post-Implementation Materials (Updates)

Training Environment designed

Final Training Materials (multi-modes of learning)

Final Performance Support Materials

Help Desk Guide

Deploy:

Perform Training and deliver Performance Support

Job Shadow

Update / Refine, as required12

Key Ingredients of a Learning & Performance

Support Program

13

Performance Metrics & Monitors

Learning Program

Quality Assurance Program


Setting up the Action Plan – Phased Approach

SLAs

KPIs

Quality Assurance & Productivity

Phase 3

Phase 2

Phase 1

Performance Standards provide the employee with specific performance

expectations for each major duty. They provide guidance to the employee as

to the results that are expected for satisfactory job performance. They tell the

employee what a good job looks like. The primary purpose of performance

standards is to communicate expectations.

‒ Examples: Staff productivity, process compliance, and data integrity /

quality

Effective Key Performance Indicators measure the department's key activities and

performance, and support a range of stakeholder needs (patients, physicians, internal

customers, etc.). Selected metrics are financial and production based, as well as inwardly

focused on meeting customer requirements and value. These metrics are used to assess

the health of the organization and measure six criteria: time, cost, resources, scope,

quality, and actions.

‒ Examples: Number of days out, cost-to-collect, realization table (projected cost vs.

projected revenue), FTE & staff productivity, incomplete / missing data, etc.

Performance Monitors & ReportsPerformance Monitors & Reports provide a visual display of performance

outcomes. The departmental dashboard provides monthly trended

outcomes on KPIs, helping to monitor, assess and improve performance.

‒ Examples: Reports documenting baselines and benchmarks to actual

performance

Service Level Agreements help define the expectations for service between a department and its

customers and form a critical component to understanding how effective the department is. A

thoughtfully designed SLA operates as a “contract” between the department and its customers, defining

the roles, responsibilities, and expected behaviors for each group. They create a means to develop a

spirit of shared responsibility which is required to create successful end-to-end processes.

‒ Examples: Hours of Operation, Service Offerings, Roles/Responsibilities, Performance

Measurement, Performance Reporting, Customer Support, Escalation Processes, Service

Recovery, Change Orders, Chargeback Approach.

14


Learning Program



How To Guide

• Define what to measure. Ensure that data is timely, well-defined, understandable, easily accessible & “true”:‒ Personnel productivity

‒ Registration accuracy rates‒ Front-end impact on claim edits, denials and write-offs, duplicate medical record assignments, and returned mail

‒ Collection rates

‒ Customer satisfaction / service standards (Patients, Physicians, Ancillary Departments, Staff)

• Define how to display– the look and feel:‒ Service line, site, department, individual reporting

‒ Monthly data & trend charts for all levels

‒ Summary information with detail data available upon request

‒ Summary & trending data available for patient access & education staff

‒ Distribution of data via email shared folders

• Develop the plan:‒ Identify available data and data sources

‒ Understand current data issues - work on resolving those issues

‒ Identify resources responsible for reporting

‒ Benchmarking data availability

‒ Determine implementation approach -- “Big-bang” vs. pilot/phase-in

• Start the implementation:‒ Solicit feedback from users in the design (those performing data entry and those receiving the Scorecard)

‒ Draft the Scorecard

‒ Educate users (those performing data entry and those receiving Scorecard)

‒ Test results – Is data measurable, understandable, correct?

‒ Distribute first draft

‒ Receive Feedback on draft Scorecard and make updates

‒ Re-educate, as needed15


Learning Program



Metrics Definition Template (SAMPLE)

16


Learning Program



Metrics Definition Grid (SAMPLE)

#

E D S Hosp SS

Enterprise Patient Access

# of registrations

Track and trend volumes to

understand staffing and capacity

needs

Weekly, Monthly x x x x x

Average completed visits per day

Track and trend volumes to

understand staffing and capacity

needs

Monthly x x x x

Incomplete registrations by end-

user

Track productivity and accuracy of

registrarsMonthly x x x x

Open Encounter Reports Weekly x x x x

Scheduling

% of patients with complete and

accurate data elements collected

at time of scheduling

Measure productivity and

compliance of schedulers to

complete necessary tasks

Weekly, Monthly x x x x x

Elective. IP/SDS Booked with <2

days Prior to Svc (%)

Trend by physicians to determine

the need and ability to adequately

pre-register the visit prior to service

Weekly, Monthly x x

Medical Screening Completed

(Applicable Services)

Track compliance of registrars /

office staff with use of ABN /

Medical necessity software

Weekly, Monthly x

Scheduling of Service not

meeting medical necessity

guidelines

Evaluate appropriateness /

necessity of scheduled service and

determine if ABN was obtained /

signed

Weekly, Monthly x x x

Calls received from non-Epic

providers

Track the amount of non-TH owned

calls / referrals that Trinity receivesMonthly x

Pre-Admission / Pre-Registration

% of scheduled patients pre-

admitted/pre-registered by

service date

Measure of patients both scheduled

and pre-registered within select

time frames (w/in 24 hours, same

day, etc.)


% of required registration data

elements complete and

accurate at time of pre-

admission /pre-registration

Measure accuracy and performance

of scheduling staffWeekly, Monthly x x

Outgoing Call Made to

Verify/Complete Pre-admission

Track volume of calls placed to

ensure appropriate staffing is in

place to accommodate volumes

Weekly, Monthly x x

Insurance Verification

Percent of scheduled services

with insurance verified within 24

hours prior to the visit

Measure to ensure that all add-on

visits are receiving appropriate

financial clearance prior to service


Percent of emergency

admissions with insurance

verified within 24 hours after

admission

Measure to ensure that all ED

admits are receiving appropriate

financial clearance


Data Required /

Source of Data

Type of Report

(Executive,

Departmental,

Supervisory)

Entity

Indicator Indicator DescriptionFrequency of

Reporting

17


Learning Program



How do High Performers measure success?

High Level Measures

PATIENT ACCESS

Key Performance Indicators

Target

Benchmarks

Scheduled Outpatient Cases (by Centralized

Scheduling) * > 80%

Pre-Registration of Scheduled Outpatients > 95%

Pre-Registration of all Outpatients* > 75%

Registration Accuracy > 98%

% of Duplicate Medical Records < 1%

POS Collections as a % of Net Revenue 3 - 4%

CLINICAL DOCUMENTATION


Target

Benchmarks

Review Coverage > 70%

Severity of Illness Performance 1.3953 (Ohio)

Mortality Rate *** 2.96%

Query Response Rate 90% Response

Key DRG Pairs

> 80% of Pairs meet

benchmarks

Medical and Surgical CC Categories > 75% meet benchmarks

PATIENT FINANCIAL SERVICES


Target

Benchmarks

AR Days < 45 Days

Clean Claims > 80%

Discharged Not Final Billed Holds < 5 Days

Aged AR > 90 Days < 20%

Denials as % of Gross Revenue (Initial Claim

Rejections) < 2%

Write-Offs as a % of Net Revenue < 1%

CODING


Target

Benchmarks

DNFC (IP) < 3 Days

DNFC (ED) < 3 Days

DNFC (SDS) < 3 Days

DNFC (Other Ops) < 3 Days

DNFC (OBV) < 3 Days

Coding Accuracy Rate > 98%

DRG Accuracy Rate > 97%

• Metrics help us understand more about our products, processes, and services.

• Metrics evaluate these products, processes, and services against established standards and goals.

• Metrics provide the information needed to control resources and processes used to produce our capabilities.

• Metrics predict attributes of entities in the future.

18


Learning Program



Department Dashboard (SAMPLE)

Performance Metrics Leading

Practice

Patient Scheduling Processing for Central Scheduling Areas

Total New Cases Scheduled Annually (Central Scheduling)

Appointments made via Fax / Web 20-25%

Turnaround time for Fax / Web Appointment Response < 8 hrs

Average % Appointments Cancelled (by facility & department) < 10%

Average % Appointments Rescheduled (by reason & appointment

date)

< 15%

% “No Show” Cases (by cancel date, appt date and reason) < 10%

Total Stat Cases

Total Add-on Cases

% Cases Scheduled by Central Scheduling > 80%

Unfilled / Same Day Appointments Utilized (Open Access)

Success Rate in Accommodating Same Day Appointment

Requests (Note: Must consider impact to 3rd party requirements)

≥ 90%

Next 3rd Available Appointment < 72 hours

Accuracy Rate (Data Integrity) > 98%

LMRP / LCD Review at point of Scheduling 100%

Utilization of Genesis Standard Physician Order form > 75%

# of New Cases scheduled per FTE 70 per day

Performance Metrics Leading

Practice

Call Handling

Call volume (Operator /Switchboard level)

Overall

Overall % of call volume triaged to Central

scheduling

Call Volume (Incoming and Outgoing) – By day,

week, month, year

Average Call Response Time < 20 secs

Average Calls Answered within 20 seconds > 80%

Average Call Abandonment Rate < 4%

Average Talk Time (Scheduling Only) < 180 secs

Average Call Hold Time (Queue Time) < 30 secs

Average Maximum Call Hold Time < 180 secs

Agent Availability to Schedule > 90%

19


Learning Program



Department Metrics (SAMPLE)

20


Learning Program



Visual Management Techniques

Display Results – Communicate!

Other Methods: E-Mail Updates, ShareDrive Access

21


Learning Program


Basic

Intermediate

Advanced

World Class

Learning Program

Levels of Maturity

As learning programs progress they are more

comprehensive and strategic versus tactical.

• Informal; On the job

• No Policies and

Procedures

• Training conducted by

peers

• No line of sight to strategy

• No individual

development plans

• Training part of staff function

• Some Policies and

Procedures

• Minimal formal training

• More formal systems training

• No line of sight to strategy

• No individual development

plans

• No measurement of

learning effectiveness

• Dedicated Training Staff

• Formal Policies and

Procedures

• Defined Learning Objectives

• Formal Training Materials

• Some Audit and Review

• Some proficiency testing

• Limited manager/

leadership involvement.

• Some measurement of

learning effectiveness

• Use of Learning

Management Systems

• Fully Implemented Learning

Strategy and Deployment

• Performance Improvement

Based Learning

• Defined Learning Plan for

each associate

• Learning Objectives tied to

Performance Outcomes

• Training materials designed

by Instructional Designers

• Fully integrated proficiency

and certification programs

with staff performance

reviews

• High level of manager and

leadership support and

involvement

• Associates take

accountability for learning

Traditional Training High Impact Learning & Development

Good to Great

22


Learning Program


Learning Program

The ROI of Associate Training and Development

• Organizations that invest in more training

days and dollars per associate may

produce greater revenue per employee

than those that invest less in this

important human capital process. 1

• Investing in improving the associate

experience to improve the customer

experience results in greater associate

and customer loyalty and lower costs to

serve customers. 2

• A firm’s investment in associate training is

the single most powerful predictor of stock

price. 3

Median Revenue Per Employee

$137,931

$210,380

$-

$50,000

$100,000

$150,000

$200,000

$250,000

Equal to or Less than 5

Days

Greater than 5 Days

Average Learning Day Per Employee

Sources: 1) APQC, Open Standards Benchmarking Collaborative,

data retrieved June 2008

2) APQC, Managing the Total Customer Experience, 2004

3) Media Communications Association International, “Finally, Proof that Training Works!,” May 2005

34% increase

23


Learning Program


Learning Program

Training Guide by Job Role (Sample)

Role

Education Tools & Methods Assessment Tools & Methods Related Job AidsRelated Policies and

Procedures

Bring in payor rep Online testing Payor Inventory List Pre-Service/Financial Clearance

Screen shot of insurance card with

interactive info index on intranet QA/Denial Management

Observation

Screen shots Observation/On the job

Keystroke emulation Online testing

CMS Learning Tools Mystery observers

Role-playing Demonstration

Instructor lead tests based on

scenarios Report cards

Role playing Error tracking

Coaching & counseling Denial data

Skills Lab - multpile stations with

hands on learning, make it fun!

Required for all staff to do yearly.

Test at each station, either

verbal or written. Must pass all

subsections

Online assessment test via intranet;

helps management determine weak

areas in training

Job

Competencies

Registrar

Performance Objectives & Required

Skills

Selecting correct insurance plan

(Obtaining eligibility) differentiating

different insurance programs off card

Financial (Math) Skills

Hospitality

Understand insurance benefits -

effectively read, interpret, & explain

benefits to patients

98% accuracy rate on all accounts

registered

Screening - Financial

Performing a CPI Search

Interpreting insurance plans/cards

Medicare MSPs, ABNs

Verify demographic information on each and every occurrence

Communication skills - effectively and courtesly explain registratation and health care reimbursement issues and financial obligations

Interviewing skills

POS Collections

24


Learning Program


Learning Program

Training Curriculum Planning Guide (Sample)

25

Financial Clearance / Registration & Check-in

- Financial Clearance Overview

- Financial Clearance WorkflowClass Kim, Denise PA, FC, Decn ~ 95 4 Sessions

- Pre-Registration & Registration/Check-in CBL PA, FC, Decn

- Insurance Eligibility & Benefit Verification

- Referral Management

- Authorization Management

Class w/ yearly

CBL

Amanda, Donita,

Karen, DenisePA, FC, Decn, RC ~ 120 5 sessions

- Patient Liability Calculation & Collection

- Patient Notification / CommunicationCBL PA, FC, Decn, RC

- EscalationSection may be removed as majority of the information contained in this section is now within the Delay Postpone training module. A

review with section managers will help determine the final outcome,

Training Module(s)

Delivery Method

(Class, CBL,

Hybrid)

Presenter

Applicable Staffing

Groups (CS, FC, PA,

RC, Decn)

Approx.

number of

participants

Total SessionsTime Frame (in

hours)

Future State Overview

- Future State Operating Model Overview Complete: Overview provided to staff in late July and early August

- New Job Descriptions & Org StructurePatient Access Managers/Supervisors will provide and communicate new job descriptions and org chart with staff during the week of

August 22nd

Scheduling

- Overall Scheduling Process (PPT) Class Norma/Tina

Phase I – All Tempus

Users

Phase II – All

schedulers from

decentralized areas

Phase I: ~20

Phase II: ~40

(lots of cross

trained staff in

Decn areas)

2-3 Sessions

- Medical Necessity for Medicare

• Part I – Passport for Medical Necessity (PPT)

• Part II – ABN Process (PPT)

• Part III – CBL on using system

Part I & II: Class

Part III: CBL

Part I & II:

Denise I: CBL

CS, PA, FC,

Decentralized

Part I, II, III: All

Scheduling (CS,

Decn), FC, PA

4 sessions (25

per)

Part I: 0.5

Part II: 0.5

Part III: 0.25

CS – Central Scheduling; FC – Financial Clearance; PA – Patient Access (Registration); RC – Resource Counseling, Decn - Decentralized


Learning Program



Areas of Focus

26


Learning Program


• POS Registration Errors – Missing and Incorrect Data

• Pre-Bill Edits / DNFB

• Duplicate Medical Record / Account Assignment

• Returned Mail

• Denials

Outcomes

Associate accountability & engagement

Robust feedback and communication

Effective education & training

Continuous quality & performance improvement


Review Methods

27


Learning Program


Automated Process - Real-Time /

POS or Post-Service

↑ Highly accurate

↑ Provides quick response time (to fix

and to communicate issue)

↑ Provides detailed trends

↓ Complex rules to set-up & maintain

↓ Only as good as the rules

↓ Expensive to purchase & maintain

Reg. Audit Sheet

Facility: _______________

Account Number: _____________ Service Date: ______/______/______

User: _______________ Patient Type: IP OP OBV EC DSU Recurring

Data Elements Wt. Error TOTAL

Patient Type AuditedPatient Data

Name 2 0

Gender/Sex 1 0

SS# 2 0

DOB 2 0

Address/Zip Code 2 0

Telephone Number 2 0

Guarantor Data

Guarantor Name 2 0

Relationship 1 0

Guarantor SS# 1 0

Guarantor Phone Number 2 0

Employer's Name 2 0

Employer's Address/Zip Code 2 0

Employer's Phone Number 1 0

Visit Specific Data

Physician-Primary/Referring/PCP/IPA 2 0

Financial Class 1 0

Insurance Data

Insurance Company Name/Code 2 0

Insured Name 2 0

Contract Code 2 0

Relationship 2 0

Insured SS# 1 0

Policy # 2 0

Group Name/# 2 0

Effective Date 2 0

Pre-cert # / PCP Authorization # 2 0

InsuranceAddress/Zip Code 2 0

Insurance Telephone Number 2 0

Workers' Compensation

Occurrence Code / Injury/Illness Code *** 2 0

Accident/Illness Date/Time *** 1 0

W/C Name/Code *** 2 0

W/C Carrier Address *** 2 0

W/C Carrier Phone Number *** 1 0

Attachments/Signatures

Insurance Card Copies 1 0

ID/Driver's License Copy 1 0

Financial Agreement 1 0

Consent for Treatment 1 0

Co-pays/Deductibles $ Collected 1 0

Past Accts $ Collected 1 0

MSP Form/Data Entered*ALL 1 0

Important Msg (Medicare/Champus)*IP Only 1 0

Non-Coverage Waivers/ABN** 1 0

POSSIBLE ERRORS 63

TOTAL ERRORS (Wtd.) 0

ACCURACY RATE (%) 100%

1. Medicare *IP - or - Medicare*ALL

2. ABN Required **

3. Workers' Comp ***

Error Checker enters:

1. Facility (hospital name), Account #,

User/Registrar's Initials, Service Date,

Patient Type (SEE ABOVE)

3 Categories (Only count the above astericked data fields, if the Error

Checker indicates one of the below categories)

Manual Process - Post-Service

↑ Quick deployment

↑ Provides a level of awareness to issues

and trends

↑ Relatively inexpensive, other than time

↓ Varied accuracy

↓ Slower response time

↓ Time consuming to conduct & to monitor

trends

Conclusion

• Sound leadership and associate development has quantifiable returns to the organization

• Incorporating the leading practice Learning and Performance Support Strategy in

operational design and delivery ensures higher “payoffs” and ensures sustained process

improvements

• World Class Learning is attainable and when actualized will differentiate the organization in

the marketplace

28

Questions & Participant Input

Documents

Revenue Cycle Health Check-Up: Learning & …aipam.net/doc/aIPAM_LearningPerf_SupportJWoerly_092911a.pdfAgenda for today’s discussion 2 Define trends and implications in today’s