Hospital and health system revenue cycle leaders must navigate today's reimbursement climate and changing expectations related to the patient financial experience.
Here, four leaders share their advice for the journey with Becker's:
1. Jane Gray, vice president of revenue cycle at Albany, Ga.-based Phoebe Putney Health System: "I'm big on weekly review of metrics. We've gotten into a rhythm where we review operational performance every week, whether we need it or not. Our entire management team gets together for a couple hours to review performance against preset targets for each major function of each area — it holds people accountable."
2. Jim Meyers, system vice president of revenue cycle at Louisville, Ky.-based Norton Healthcare: Reach out and network with your peers. The best consultant many times is a colleague or someone else in that situation. We are all dealing with many of the same challenges, and there are occasions where someone just may have figured it out. I've found time and time again how receptive, informative and gracious my contacts are, and I value them tremendously.
3. Dan Angel, vice president of revenue cycle at Hershey, Pa.-based Penn State Health: To improve price transparency, "listen to your consumers. I personally interact with many patients and prospective patients and like to take their feedback. Like any business, the leaders of that business should listen to their consumers to understand what their expectations are and would make them comfortable in choosing your facility."
4. Michelle Taverna Farrell, assistant vice president for revenue management at Orlando (Fla.) Health: "There are many that come to mind, but if I were to pick one, it would be to make sure you have the right team in place. There is no system or technology that can substitute for an engaged workforce."
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