Client
Children’s Hospital Los Angeles Medical Group (CHLAMG)Location
California卓越的临床表现需要最佳的财务表现的支持.
当洛杉矶医疗集团儿童医院(CHLAMG)的新领导层意识到收入周期正在损害其临床使命时, a commitment was made to confront the problems head on.
The Challenge
chlam由564名云顶集团40011官网组成,为来自世界各地的儿童提供专业的儿科护理. 尽管它的规模和长期以来的临床卓越声誉, chlam的收入周期表现一直不佳. In turn, physician compensation, staff satisfaction, and retention, among other organizational aspects, were negatively affected.
“Our revenue cycle was completely broken, and had been for a number of years,” stated Larry Harrison, CEO of CHLAMG. When he arrived at CHLAMG, 该组织由于向新计费平台的过渡执行不当而受到影响. 自过渡以来的六个月里,应收账款天数稳步增加, and was up to 83 days. As bad as that was, 它实际上低估了问题的严重性,因为收账“时钟”直到收费被输入计费系统后才开始工作——这平均需要40天. There was no single cause for this poor performance, but rather a host of issues related to technology, inefficient processes, lack of transparency, and an absence of accountability.
“It was really daunting,” said Sara Small, 谁现在担任CHLAMG收入周期执行董事. “It was hard to even know where to start.”
决心防止表现不佳的收入周期进一步削弱其执行和扩大其使命的能力, chlam致力于确定和实施正确的解决方案. “Our CEO’s number one goal when he took over was revenue cycle,” Small remarked, “and he backed it up in every way.”
chlam要求ECG进行快速的收入周期评估,以寻找短期和长期的机会领域. 当务之急是隔离和处理任何有“超时”危险的A/R,并将大量未偿A/R减少到更可接受的水平. Next, 重点转移到通过建立收入周期管理的基本原理来稳定计费过程. 最后,组织建立了一个用于持续过程改进的方法.
“ECG对收入周期的重点分析使我们能够非常快速地了解我们需要解决的功能障碍和痛点,” Harrison said.
ECG then led the effort to improve revenue cycle performance, working with the medical group, its management services company, 以及负责诊所运营的医院管理者.
Our Solution
chlam要求ECG进行快速的收入周期评估,以寻找近期和长期的机会领域. After delivery of the assessment findings, ECG被要求领导改善收入周期绩效的工作, 与医疗集团及其管理云顶集团公司合作, 以及负责诊所运营的医院管理人员.
四项关键活动帮助chlam取得了变革性成果:
Improved Transparency and Communication
It was essential to provide stakeholders with timely, relevant, 以及关于当前表现的准确信息,以及正在提出的变化和朝着这些目标所取得的进展. To ensure that this was achieved, 成立了联合运营委员会(JOC),作为负责周转项目的工作组. 该委员会由医疗集团董事会成员监督. 通过定期向董事会提供最新情况,沟通得到了改善, department, and division levels.
Established Special-Purpose Task Forces
To work down backlogs in areas such as authorizations, coding, and credentialing, 成立了特别小组,在指定的时间内专门关注这些领域. 外部计费机构提供了额外的资源来扩展带宽,这样就可以减少这些积压,而不会使chlam在接收量上落后. Backlog reduction goals and timelines were established, 在上述联合行动委员会上报告了实现这些目标的进展情况, as well as in other venues, on a regular basis.
Restructured Billing Team
她几乎是一上任就成为了新的收入周期总监, Sara Small began assessing her team and, with input from ECG, reorganizing to better meet the organization’s needs. Several managers were promoted, others transitioned out of the organization and replaced, and several new positions were created and filled. To formalize these changes, ECG assisted in developing internal policies, procedures, and performance benchmarks. 这些行动提高了工作人员的问责制和生产力, improved communication and responsiveness to physicians, and significantly enhanced employee morale.
Modified Workflows
为了更好地分配工作负载,对工作流进行了各种更改, address IT interface issues, provide greater charge capture, and enhance compliance. 进一步的改进正在进行和/或设想在未来. Interestingly, though, 对工作流的更改只占性能改进的一小部分. 大多数改进都是简单地将注意力和努力集中在“撬动指针”的关键活动上的结果——这可以通过有效地建立透明度和问责制来实现.
Our Results
在ECG的7个月合作中,chlam实现了显著且可持续的财务效益,并提高了运营效率, 许多关键收入周期绩效指标的稳步改善证明了这一点.
- $7.6 million in additional collections in the first seven months, primarily through the reduction in A/R
- More than $1 million in monthly collections, 导致藏品总额同比增加1600万美元, with no fundamental change to the underlying business
- A reduction in A/R by 22 days
- A 67% decrease in the average time required to enter charge
- Stronger management and accountability infrastructure
所采取的行动和所做的改进超出了领导团队的预期. “All of the changes that occurred have been for the positive,” stated Harrison, “from procedure to productivity to the morale of the employees.”
As a result of this engagement, chlam现在以一种完全不同的、更合适的方式成功地管理其收入周期. The organization is better positioned to predict future results, identify negative trends, 在小问题变成大问题之前及时纠正. Ultimately, 已经实现的改进和正在进行的改进确保了财务绩效更有效地支持chlam为儿科人口提供最佳护理的能力.
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