收益周期管理

LBMC, a top 3 accounting 和 business consulting firm in the Southeast, is pleased to announce the addition of 莱恩杰克逊 as Shareholder to its rapidly growing healthcare advisory practice. 杰克逊加入了LBMC 医疗保健咨询业务 as leader of the firm’s revenue cycle service offering.

杰克逊 brings 30 years of experience serving healthcare provider clients exclusively. 在加入LBMC之前, he served as partner 和 healthcare commercial advisory practice lead for a large professional services firm with over 7,000名国内雇员. His wide-ranging experience includes leading complex revenue cycle transformation, 合规, 集成, 整合, restructuring 和 electronic medical record (EMR) implementation engagements, including for a $5 billion healthcare provider. 杰克逊 has extensive experience serving healthcare provider systems, 学术医疗中心, large physician groups 和 other specialty providers.

“We are thrilled to have 车道 join LBMC to lead our growing healthcare revenue cycle service offering,” 马克Burnette, Shareholder, Practice Leader, LBMC 咨询 服务. “鉴于目前的财政问题, regulatory uncertainty 和 recruitment 和 retention challenges, a healthy 和 effective revenue cycle is more critical than ever. 车道 brings revenue cycle expertise to broaden our healthcare advisory capabilities to meet clients’ needs in this ever-changing environment. 帮助明升体育app下载客户应对挑战, 我们很自豪能够继续发展, providing solutions in consulting 和 business intelligence that help them protect what they have 和 take advantage of opportunities.”

杰克逊 holds his Bachelor of Science from Western Kentucky University 和 is a member of HFMA 和 AICPA. He completed the Enterprise Decision Making Program at Kellogg School of Management at Northwestern University. He is a noted thought leader 和 frequent presenter, 会议的作者和主持人, including President Obama’s Commission on Care, Veteran’s 政府 Revenue Cycle Assessment.

How can a healthcare organization improve its revenue cycle management?

To improve revenue cycle management, healthcare organizations should focus on streamlining patient registration, 核实保险资格, enhancing 编码 和 文档 practices, 优化索赔提交, 改进拒绝管理, 利用收益周期分析, implementing clear patient 金融 policies, 加强病人沟通, 拥抱技术解决方案, 定期提供员工培训, fostering collaboration between departments, 和 effectively manage vendors that support the revenue cycle. Implementing these strategies requires a comprehensive approach to revenue cycle management. 定期评估工作表现, 监控关键指标, 和 adapt 流程 to address specific challenges 和 improve 金融 outcomes.

Why is the revenue cycle so difficult to enhance 和 transform to achieve best practice performance?

Improving the revenue cycle can be difficult given the overall complexity 和 linkage of all revenue cycle functions. This complexity is due to various factors. 首先, the healthcare industry has a multitude of payers, 包括政府项目, 私人保险公司, 自费患者, each with their own reimbursement rules 和 requirements. 另外, 编码 和 billing practices are highly intricate, requiring accurate 文档 和 adherence to numerous 编码 guidelines. The evolving regulatory l和scape adds further complexity, as providers must navigate changing reimbursement policies 和 合规 st和ards. 此外, 大量的病人数据, 碎片化信息系统, 和 the need for interoperability pose challenges in streamlining 流程 和 ensuring seamless data flow. 此外, the increasing patient 金融 responsibility, with high deductibles 和 copayments, dem和s effective patient communication 和 robust 金融 policies. 为了克服这些复杂性, healthcare organizations must adopt advanced technologies, 实施高效的工作流程, 和 prioritize continuous staff training 和 合规.

Complex revenue cycle operations require a multitude of specialists 和 subject matter experts that can be trusted to help you make the right decisions. 明升体育app下载收入周期的深度板凳, 金融, operational 和 clinical personnel allow us to bring the right resources to you.

What RCM Metrics You Should Care About?

The most valuable RCM metrics change based upon provider type 和 other factors. 广泛的, we believe the following to be among the most important to measure, monitor 和 use for course correction. 医疗保健 organizations should monitor several key metrics to assess the effectiveness of their revenue cycle management. Here are some important metrics that they should pay attention to:

1. Collections as a Percentage of Net Revenue: This metric measures the cash collected as a percentage of net revenue 和 is typically calculated using a net revenue lag period.
2. Denial write-offs as a percentage of net revenue: This metric uses actual write-offs necessitated by denials as a percent of net revenue 和 is used to benchmark overall 否认管理 performance.
3. 初始拒绝率: This metric uses the total initial denied charges as of percentage of total charges submitted 和 allows for assessment of overall 否认管理 efficiency.
4. Bad Debt as a Percentage of Net Revenue: This metric is calculated by using bad debt write-offs as a percentage of net revenue 和 is used to benchmark bad debt management performance.
5. 收取费用: This metric matches overall revenue cycle cost with collection amounts 和 helps determine how efficient the revenue cycle is.
6. Aged Accounts Receivable (A/R) as of Percentage of Billed A/R: This metric highlights how long it takes to adjudicate claims 和 identifies “at risk” A/R balances.
7. 保险核销率: This metric reflects to what level patient access functions are timely, accurate 和 efficient. It is the total number of verified encounters over the total number of registered encounters.
8. Days in Discharge Not Final Billed (“DNFB”) A/R: This metric is the total DNFB divided by average daily revenue. The days in DNFB should be approximately the number of established bill hold days.
9. Late Charges as a Percentage of Total Charges: This metric helps evaluate revenue capture efficiency 和 is calculated as the charges with a post date > established days from date of service over total gross charges.
10. 贷方余额收入: This metric helps evaluate the effectiveness of credit balance management 和 is the total A/R credit balances divided by average daily revenue.
11. 病人满意度: While not strictly a 金融 metric, patient satisfaction plays a crucial role in revenue cycle management. Satisfied patients are more likely to pay their bills promptly 和 engage in positive 金融 interactions, reducing the risk of bad debt or collection challenges.

Monitoring these metrics regularly 和 comparing them against industry benchmarks can help healthcare organizations identify areas for improvement, 长期跟踪绩效, 和 implement strategies to enhance revenue cycle management.

What should I look for in a health care advisor?

It is obvious that any advisor should have the deep technical expertise 和 experience to help you solve issues. 一样重要, you should have an advisor that you enjoy working with 和 helps foster the right culture. 大型改造项目, 甚至那些规模较小的, require working through difficult issues 和 frequently working long hours. Our team at LBMC takes pride in our collaborative 和 positive approach to helping our clients.