Processes between the patient access and patient intake departments are often disparate — as are differing technology solutions that only serve one group well.
Patients, however, don't distinguish between access and intake — it's all one unified experience to them.
Leading health systems recognize that combining the power and intelligence of patient access and intake can be an effective strategy for optimizing pre-service interactions for consumers while reducing the burden on registration and intake staff. To learn more about improving the patient and employee experience with connected pre-service technology, Becker's Hospital Review recently spoke with three patient access and intake experts from RevSpring:
- Howard Bright, chief technology officer
- Irene Barron, director of patient access
- Stephen David, vice president of patient messaging
Note: Responses edited for length and clarity.
Question: What are common data gaps between patient intake and patient access?
Howard Bright: A common problem at intake is getting patients to verify their information. Issues arise when demographic and insurance data are wrong. That causes claim denials and rebilling to payers. It also prevents providers from properly billing patients. The result is delayed reimbursement and extended days in accounts receivable.
Stephen David: I'd add that if we expect to connect digitally with patients, all digital assets need to be accurate in terms of patient contact information, such as mobile numbers and email addresses. Without that, we can't have an ongoing dialog with people in an uninterrupted fashion.
Q: What can healthcare learn from other industries about creating consumer-friendly and self-service experiences?
Irene Barron: As I go into hospitals, one of the starkest things I see is that we're serving two different generations. On one hand, we have the Millennials who are extremely good with technology. On the other hand, we have middle-aged and elderly patients who struggle to use technology. We must bridge that gap and help people who aren't as proficient with technology. One of my favorite adages is "Keep it simple." We need to ensure that the 60-year-old understands the system as well as the 30-year-old.
SD: I agree. Today, consumers are used to texting and digital engagement. They like communicating asynchronously with service providers and they like to interact while they're doing something else. They don't want to pick up the phone and call to make appointments or get questions answered. I think healthcare is still lagging behind in that regard. There's a benefit for that type of communication that may still be unrealized for healthcare providers.
HB: One of the things we're doing at RevSpring is supporting a wide swath of skills among users. The Millennials expect electronic more than the older generations, but we support all modalities for communication. We use text messages, email and IVR for people who are more comfortable getting a phone call and a recorded message. We also offer print and mail communications. Using analytics and data-driven analysis, we figure out which channels people prefer and we try to match our messaging to what each person wants.
Q: What efficiencies can be introduced with data and intelligence to reduce the burden on staff and patients and improve data accuracy?
HB: We are big believers in using technology to handle things in an exception-based manner. If all the data matches, we allow that to flow through in a touchless way and the only things that employees or patients need to look at are the exceptions. Technology can help verify eligibility and addresses. By using technology to ensure that data is accurate, we only need to present patients or staff with the items that need attention.
IB: Coming from the revenue cycle market and having been a revenue cycle director myself, there are so many steps that users have to take. Our focus is keeping things simple. We want patients and employees to look only at the things that need attention. We identify what's missing and what's not. That streamlines the overall process and makes it faster for both patients and employees.
SD: Healthcare is complex. I think there's a natural tendency to accumulate multiple solutions over time which may not communicate well with each other in terms of sharing context, communication preferences or consent. Opportunities often exist to consolidate vendors or solutions, so the messaging is more consistent with the healthcare organization's process and brand.
Q: Do you have additional thoughts about improving the patient experience with connected pre-service technology?
HB: From a patient advocacy standpoint, one of our goals at RevSpring is to ensure that patients have a good understanding of how much healthcare will cost them and what their financial responsibility will be. That's a big piece for us as part of patient intake and patient access.
SD: I think texting will increasingly become part of a healthcare provider's brand. When patients receive texts, they will recognize the number as their doctor's office and they will want to communicate with their healthcare providers using that number. Whether it's texting or chat, those will be the ways that patients will expect to communicate with their doctor's offices. I think health systems need to embrace that and invest in ways to enable it.