The New USFPG: An Investment in Our Future Update to USF BOT Health & Finance Workgroup
|
|
- Gertrude Sims
- 8 years ago
- Views:
Transcription
1 The New USFPG: An Investment in Our Future Update to USF BOT Health & Finance Workgroup May 27, 2015
2 An Investment in Our Future FY2015 and FY2016 Top Improvement Priorities Topics to Discuss EPIC Improving the Ambulatory Experience Access Ancillary Operations Revenue Performance Provider Productivity and Compensation Looking Forward FY2017 and Beyond Wrap-Up 2
3 An Investment in Our Future Deficits generated in FY2015 and FY2016 need to be viewed as an investment in the future of USFPG. The good news is that USFPG had a healthy cash reserve at beginning of FY2015 ($50M or 75 days cash) from which to draw this investment. The plan is to draw down cash reserves to days between now and FY2016 with the plan to grow it back to 90 days in future years. The plan will require full commitment and support from the BOT and the USF Health leadership because some of the changes will be a challenge to the current culture of USFPG. 3
4 An Investment in Our Future FY2015 Financial losses Project just over $4M loss. Expenses growing faster than revenue because: Access 63% arrival rate; Almost 50 days for new patient appointment. Ancillaries Not maximizing margins on technical revenue. Revenue performance Coding and documentation, charge capture, revenue cycle and managed care contracting not optimal. Faculty productivity and compensation Approximately 55% clinical; Should be at least 70% - 80%. Need to protect very productive departments and faculty; Set aside $2.5M. Self-Insurance for Employee Health Increased claim history. EHR transition $9M incremental cost increase over 2 years. $5M in FY2015 ($2M operating costs and $3M capital). Consultants to support EPIC and Improvements. 4
5 An Investment in Our Future FY2015 5
6 An Investment in Our Future FY2015 PSR 63% Arrival Rate; Ancillary Revenue Suboptimal; Revenue Performance Suboptimal LIP Better than Expected 6
7 An Investment in Our Future FY2015 Recruitment and protection of very productive departments and faculty 7
8 An Investment in Our Future FY2015 Self-Insurance True-Up 8
9 An Investment in Our Future FY2015 EPIC Operating Costs and Consultants 9
10 An Investment in Our Future FY2016 Financial losses Project over $8M loss; reinvestment in practice plan required. The Challenges/Assumptions Access Moving to 70% arrival rate; Reduce new patient appointment lag to under 30 days. Central call center expanded. Ancillaries Improve technical revenue performance by 3%. Revenue performance Improve cash yield by 5% - 7%. Low income pool Currently being determined but assumed no change in FY2016. Faculty productivity Productivity improvements driven by access. EHR transition $5M in FY2016, all in operating. Assume a reduction in productivity from July September (10/40/20). Consultants Begin to decrease consultant support outside of EPIC. 10
11 An Investment in Our Future FY
12 An Investment in Our Future FY2016 PSR Arrival Rate to 70%; Decreasing Faculty Productivity for EPIC; Improving Ancillary Margin; Revenue Performance Improvements Increased Funding from TGH LIP Maintain Funding 12
13 An Investment in Our Future FY2016 Faculty Growth and Carry-Forward of the Protection of Productive Faculty 13
14 An Investment in Our Future FY2016 Year 2 EPIC Costs Expansion of Call Center Consulting Support for EPIC 14
15 An Investment in Our Future FY2017 and Beyond 15
16 Top Priorities FY2015 and FY2016 Most of the attention will be spent on optimizing revenue. Priorities include: Successful install of EPIC. Improving the ambulatory experience access. Ancillary margin improvements. Revenue performance optimized. Faculty productivity and compensation alignment. 16
17 Successful EPIC Install?
18 Why the Change to EPIC? EPIC leads the industry and we are getting it for a greatly reduced price. ICD-10: Organizations across the country are leaving All- Scripts because of readiness concerns. Shared medical record with primary teaching hospital allows us to enhance inpatient billing, assess quality, contract with payers to manage cost, and greatly increase our clinical research potential. TGH funding approximately 60% of EPIC costs. EPIC leads the industry in supporting population health. EPIC reduces variability, improves coding compliance, and increases charge capture. EPIC is a safe bet for Meaningful Use Stage 2. EPIC is the most integrated system in the country. 18
19 Successful Install of EPIC All improvements are dependent upon the successful transition to EPIC. EPIC platform not entirely new to our faculty. Training is underway. All scheduled appointments will be moved from IDX/GE to EPIC in July. Risks: Provider ramp up takes longer than expected. ICD-10 Interfaces between IDX/GE and EPIC. 19
20 Appropriate Access?
21 Improving the Ambulatory Experience Capacity Management Access Care Team and Space Utilization Call Management Efficiency and Quality Planned Care 21
22 Ambulatory Experience: Current and Future States Key Performance Indicator - Access New Patient Access Wait Time Bumps/Cancellation/No Shows Commitment Rate (minutes per ½ day clinic session) Current State Future State 45 days < 7-14 days 37% < 10%-12% 200 minutes 240 minutes Appts. Per Room Per Day Patient Satisfaction Access Not measured 95 th 98 th percentile Average Speed to Answer seconds < 30 seconds Call Abandonment Rate 2.0% % < 5% 22
23 Improving Ambulatory Experience - Access $ Opportunity: $10M - $15M For every 5 point bump in arrival rate, brings $5M additional margin. Goal: $5M per year over next three years Improvements begin by August 1, 2015 Move arrival rate from 63% - 80% over three years. Plan of Action: Physician scheduling templates redesigned by June 30, Central Scheduling will be expanded by August 1,
24 Appropriate Ancillary Operations?
25 Improving Ancillary Operations $ Opportunity: $3M - $5M ASC should be generating 10%-30% margins. Opportunity is up to $2M. Expansion of Lab should generate $1M margin. Imaging has opportunities to improve margins. Opportunity is $1 - $2M. Goal for FY2016: 3% improvement in revenues Improvements begin by August 1,
26 Improving Ancillary Operations Plan of Action: Add clinical laboratory services by January 1, Move phlebotomy to first floor of Morsani and STC by June 30, Develop a margin sharing plan as a reduction in shared services costs to align behaviors. Explore joint venture opportunity with TGH. 26
27 Appropriate Performance Management?
28 Revenue Performance Optimization $ Opportunity: $3M - $5M Documentation and coding improvements could yield another $2M - $4M in improvements. Revenue cycle improvements could yield onetime cash improvements of $1M. Managed care contracting could really boost margins, especially in the ASC. Goal for FY2016: Improve cash yield by 5% - 7%. Improvements begin by August 1,
29 Revenue Performance Optimization Plan of Action: Invest in training for documentation and coding. Implement electronic charge capture by August 1, Improve revenue cycle performance by moving to top quartile in FY2016. Overhaul managed care strategy, including our pricing strategy. Better manage our payer mix through management of schedules and coordination of USF Health and community assets. 29
30 Faculty Productivity and Compensation Alignment $ Opportunity: TBD Goal for FY2016: Design of new plan. Improvements begin by August 1, 2015 Plan of Action: FY2016 improvements tied to access improvements. Develop guiding principles for productivity and compensation. Begin to model new plan versus current. Implement new expectations by July 1,
31 Looking Forward FY2017 and Beyond For funding the losses in FY2015 and FY2016 and truly ensuring an investment mindset, the BOT must also see a return on this investment. Our goal is to achieve breakeven by FY2017 and 2% - 4% margins in FY2018 and beyond. This is the only way to grow our cash reserves back to 90 days and invest back in the growth of the departments. Risks: Faculty cooperation LIP Faculty recruitment State budget 31
32 Looking Forward FY2017 and Beyond 32
33 Looking Forward FY2017 and Beyond FY2016 Loss $(8,245) FY2017 Access Improvements 5,000 70% to 75% Arrival Rate Ancillary Improvements 1,600 25% bump in volume Revenue Perf & EPIC 4,845 Coding improvements and full productivity post EPIC Organic Growth 2,800 2% growth Other Revenue 1,649 2% growth; LIP flat Faculty Salaries (5,893) 47.5% of Revenues Other Expenses (1,442) Remove EPIC costs; Add merit increases; Add variable costs Operating Profit before Noncash Changes 33 $314
34 Looking Forward FY2017 and Beyond FY2017 Gain $475 FY2018 Access Improvements 5,000 75% to 80% Arrival Rate Ancillary Improvements 2,000 25% bump in volume Revenue Perf & EPIC 4,845 Coding improvements and full productivity post EPIC Organic Growth 3,174 2% growth Other Revenue 1,683 2% growth; LIP flat Faculty Salaries (7,966) 47.5% of Revenues Other Expenses (4,881) Add merit increases; Add variable costs Operating Profit before Noncash Changes $4,330 34
35 Wrap-Up The plan is achievable with support from the BOTs and USF Health leadership. This will be a huge cultural shift, meaning changing the status quo may be difficult for some. Until our targets are achieved, the focus should be on clinical recruits. We don t have a hospital as a backstop, therefore our clinical mission should be expected to perform using a private practice business model. Disruptive change = Strategic Opportunity 35
DIRECT SUPPORT ORGANIZATIONS AND COMPONENT UNITS ANNUAL FINANCIAL PLANS FISCAL YEAR 2016
DIRECT SUPPORT ORGANIZATIONS AND COMPONENT UNITS ANNUAL FINANCIAL PLANS FISCAL YEAR 2016 May 27, 2015 DSO Annual Financial Plans for FY 2016 INDEX USF Health Professions Conferencing Corporation... 3-5
More informationVHA CENTRAL ATLANTIC COMPENSATION PLAN REDESIGN. Karin Chernoff Kaplan, AVA, Director, DGA Partners. January 5, 2012
VHA CENTRAL ATLANTIC COMPENSATION PLAN REDESIGN Karin Chernoff Kaplan, AVA, Director, DGA Partners January 5, 2012 AGENDA > Introduction and Trends in Physician Compensation > Compensation Plan Design
More informationAgenda. Government s Role in Promoting EMR Technology. EMR Trends in Health Care. What We Hear as Reasons to Not Implement and EMR
Agenda A 360-Degree Approach to EMR Implementation Environmental Overview Information on the HITECH Stimulus Opportunities Hospitals, Physicians and Interoperability Preparing for an EMR Implementation
More informationEnterprise Analytics Strategic Planning
Enterprise Analytics Strategic Planning June 5, 2013 1 "The first question a data driven organization needs to ask itself is not "what do we think?" but rather "what do we know? Big Data: The Management
More informationWestchester Medical Center. 2012 Operating Budget
Westchester Medical Center 2012 Operating Budget December 7, 2011 WESTCHESTER COUNTY HEALTH CARE CORPORATION Overview Westchester Medical Center s (WMC) 2012 Operating Budget reflects significant reductions
More informationGuidian Healthcare Consulting
S R STAFFING RATIOS PLANNING FOR PRODUCTIVITY & COST C EFFECTIVENESS Guidian Healthcare Consulting Guidian Healthcare Consulting Guidian works with Community Health Centers to plan financially sustainable
More informationHIMSS Davies Enterprise Application --- COVER PAGE ---
HIMSS Davies Enterprise Application --- COVER PAGE --- Applicant Organization: Hawai i Pacific Health Organization s Address: 55 Merchant Street, 27 th Floor, Honolulu, Hawai i 96813 Submitter s Name:
More informationAmbulatory Surgery Center Business Planning and Organization Formation
Ambulatory Surgery Center Business Planning and Organization Formation ASC Ownership Considerations for Hospitals and Health Systems Christian Ellison SVP, Corporate Development Health Inventures August
More informationI. BACKGROUND INFORMATION
TO: FROM: Board of Trustees Kirsten M. Volpi Executive Vice President for Finance and Administration DATE: May 18, 2015 SUBJECT: FY 2016 Budget I. BACKGROUND INFORMATION As we approach fiscal year 2016
More informationAmbulatory Services (6850P)
1-132 Program Locator County Healthy Community Administration and Financial Services Patient Care Services Psychiatry Services Ancillary and Support Services Long-Term Care Services Ambulatory Services
More informationINTRODUCTION MEDICAL SCHOOL LANDSCAPE 5/13/2016. Introductions
Association of Chiefs and Leaders of General Internal Medicine 2016 Leon Hess Management Training and Leadership Institute Medical School Revenues and Budgeting Principles A discussion outlining the revenue
More informationFMOLHS HFMA Capital Conference. April 2014
FMOLHS HFMA Capital Conference April 2014 1 FMOLHS Profile 2 FMOLHS Overview The System s service area is diverse and encompasses over 2.4 million people, over 50% of the State s population. Subsidiaries
More informationRhode Island Hospital/Hasbro Children s Hospital The Miriam Hospital Newport Hospital Bradley Hospital Gateway Healthcare
Rhode Island Hospital/Hasbro Children s Hospital The Miriam Hospital Newport Hospital Bradley Hospital Gateway Healthcare A MESSAGE FROM THE PRESIDENT AND CHIEF EXECUTIVE OFFICER OF LIFESPAN Over the past
More informationInteliChart. Putting the Meaningful in Meaningful Use. Meeting current criteria while preparing for the future
Putting the Meaningful in Meaningful Use Meeting current criteria while preparing for the future The Centers for Medicare & Medicaid Services designed Meaningful Use (MU) requirements to encourage healthcare
More informationFrequently Asked Questions American Recovery and Reinvestment Act and the HITECH Act. Basics of the Bill
Frequently Asked Questions American Recovery and Reinvestment Act and the HITECH Act Basics of the Bill How does the $19 billion that s allocated to Health IT break down in the Stimulus Bill? There is
More informationHEALTHCARE INTELLIGENT TECHNOLOGY
NEXTECH HEALTHCARE INTELLIGENT TECHNOLOGY Leading ophthalmology specific EMR/PM solution provider. Efficient, Integrated, Intuitive, Intelligent BEYOND information to INTELLIGENCE Healthcare Intelligent
More informationFinancial Analysis and Funding
California High- Speed Rail Authority Revised 2012 Business Plan Chapter 7 Financial Analysis and Funding Introduction This chapter presents the financial analysis and funding strategy for the California
More informationJuly 23, 2015. Page 1
Testimony of Paul Black, Before the Senate Committee on Health Education Labor and Pensions Achieving the Promise of Health Information Technology: Information Blocking and Potential Solutions July 23,
More informationHEALTHCARE INTELLIGENT TECHNOLOGY
HEALTHCARE INTELLIGENT TECHNOLOGY Leading ophthalmology specific all-in-one solution provider. Efficient, Integrated, Intuitive, Intelligent BEYOND information to INTELLIGENCE Healthcare Intelligent Technology
More informationValuation of Physician Practices
Valuation of Physician Practices Presentation Summary! Overview! As mergers and acquisitions of physician practices continue to be prevalent, an understanding of valuation and relevant compliance considerations
More informationUnderstanding Revenue Cycle Strategy How to Optimize Process and Performance
Understanding Revenue Cycle Strategy How to Optimize Process and Performance White Paper 1.800.4BEACON BeaconPartners.com BOSTON CLEVELAND SAN FRANCISCO TORONTO The revenue cycle can no longer be seen
More informationHow the Cost Center Mindset is Costing Hospitals Million$.
How the Cost Center Mindset is Costing Hospitals Million$. The way hospitals make a profit has changed.the way hospitals have responded to this change has not. According to Rick Jackson, Chairman and CEO
More informationCPAs & ADVISORS PHYSICIAN ALIGNMENT STRATEGIES. experience clarity // Moving Forward in the Health Reform Era
CPAs & ADVISORS experience clarity // PHYSICIAN ALIGNMENT STRATEGIES Moving Forward in the Health Reform Era OVERVIEW Physician alignment is a key in achieving Triple Aim -type outcomes Alignment opportunities
More informationAdvisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership.
Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership November, 2013 Project Focus and Methodology Project Focus This project
More informationIncentive Compensation Systems In Community Health Centers. Curt Degenfelder Managing Director curtis.degenfelder@rsmi.com
Incentive Compensation Systems In Community Health Centers Curt Degenfelder Managing Director curtis.degenfelder@rsmi.com 1 What are the components of successful health centers culture that support an
More informationHow To Improve The Health Care System
What is the problem? Physicians are not IT professionals. Focused on seeing patients and meeting meaningful use requirements. Meaningful Use does not promote interoperability. Focused on capturing structured
More informationGE Healthcare. Proven revenue cycle management supporting profitability in an era of healthcare reform.
GE Healthcare Proven revenue cycle management supporting profitability in an era of healthcare reform. Enterprise-ready Profitability, efficiency, and enhanced quality of care A proven, next-generation
More informationEMC PERSPECTIVE. The Private Cloud for Healthcare Enables Coordinated Patient Care
EMC PERSPECTIVE The Private Cloud for Healthcare Enables Coordinated Patient Care Table of Contents A paradigm shift for Healthcare IT...................................................... 3 Cloud computing
More informationCenter for Advanced Health Care Strategic Plan. Tiber Group. Business Plan
Center for Advanced Health Care Strategic Plan Tiber Group Business Plan Contents I. Process Overview II. Business Concept III. Financial Projections a. Surgery Center b. Diagnostic Imaging Center IV.Overview
More informationFINANCIAL BENEFITS OF GOING DIGITAL
How to Utilize EHR Solutions to Improve Your Healthcare Operations and Receive Government Reimbursements 2013 NicheLabs. All Rights Reserved. Advantages of Digital vs. Paper Records Electronic Health Records
More information7 Must-Have Features of an Effective EHR Solution
Patient Engagement Series 7 Must-Have Features of an Effective EHR Solution Prepared for XXX Rosemarie Nelson Principal Consultant MGMA Healthcare Consulting Group Grant Ho Senior Director, Product Marketing
More informationKey Performance Indicators for Physician Practices. Sam Eddy Director, Physician Practice Consulting, QHR
Key Performance Indicators for Physician Practices Sam Eddy Director, Physician Practice Consulting, QHR You can ask a question by clicking the blue? icon or through the orange speech bubble icon. 2 Evaluate
More informationDuke University Health System Electronic Health Record Update. Art Glasgow Chief Information Officer, Duke Medicine
Duke University Health System Electronic Health Record Update Art Glasgow Chief Information Officer, Duke Medicine 2 Maestro Care Project Maestro Care: The What, Where and When. Maestro Care : Why? Maestro
More informationIndiana Medical Group Management Association 2015 Practice Management Conference
Indiana Medical Group Management Association 2015 Practice Management Conference Strategies for Setting Compensation and Performance Standards Friday May 8, 2015 2014 KSM Business Services, Inc. Agenda
More informationCompensation Survey Physician Executives in Information Technology February 2015
Compensation Survey Physician Executives in Information Technology February 2015 The Association of Medical Directors of Information Systems (AMDIS) and Witt/Kieffer recently teamed to conduct a compensation
More informationPart. Chapter 7 Defining Competitiveness Chapter 8 Designing Pay Levels, Mix, and Pay Structures. External Competitiveness: Determining the Pay Level
Part II External Competitiveness: Determining the Pay Level 7-1 Chapter 7 Defining Competitiveness Chapter 8 Designing Pay Levels, Mix, and Pay Structures 7-2 STRATEGIC POLICIES TECHNIQUES STRATEGIC OBJECTIVES
More informationCosts and Benefits of Speech Recognition
Costs and Benefits of Speech Recognition Brian Zimmerman, MD Epic Physician Champion Premier Health Dayton, Ohio Premier Health Dayton, Ohio Our Experience We chose the Epic EHR Epic has great SmartTools
More informationPerformance Metrics for Urgent Care Alan A. Ayers, MBA, MAcc Content Advisor, Urgent Care Association of America Vice President, Concentra Urgent Care
Performance Metrics for Urgent Care Alan A. Ayers, MBA, MAcc Content Advisor, Urgent Care Association of America Vice President, Concentra Urgent Care A successful urgent care venture requires understanding
More informationAmong the many challenges facing health care
The Value of Visit Management at Your Organization BY ELIZABETH WEIDMAN, SENIOR ANALYST Catch Data Systems April 2014 Among the many challenges facing health care organizations today, few have the potential
More informationMeaningful Use, ICD-10 and HIPAA 5010 Overview, talking points and FAQs
Meaningful Use, ICD-10 and HIPAA 5010 Overview, talking points and FAQs Providence Health & Services is committed to using technology and evidence-based practices to deliver the highest quality care in
More informationAnthony Rodgers Deputy Administrator Centers for Innovation and Strategic Planning
Anthony Rodgers Deputy Administrator Centers for Innovation and Strategic Planning Importance of establishing the value proposition for EHR adoption in Medicaid Reengineering the Medicaid Health Information
More informationViewpoints from Leading Healthcare Chief Information Officers
Viewpoints from Leading Healthcare Chief Information Officers Facts, Priorities, Salaries and Advice to Future CIOs April 2009 4 CityPlace Drive Suite 300 Saint Louis, Missouri 63141 800-209-8143 Fax 314-726-0026
More informationAdvisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership.
Advisory Panel for Health Care Advancing the Academic Health System for the Future: Profiles in Academic Health System Leadership November, 2013 Project Focus and Methodology Project Focus This project
More informationDean: James Jiambalvo
Introduction This form is used to capture information to be discussed in the annual budget meetings with the Provost and each School or College. The questions are aimed at gathering data in regard to strategic
More informationNortec. ACT Now! Nortec EHR. Qualify & Receive $44,000. An Integrated Electronic Health Record Software. www.nortecehr.com
ACT Now! Qualify & Receive $44,000 Nortec Version 7.0 EHR Visit and Register to learn how to meet Meaningful Use requirements An Integrated Electronic Health Record Software Electronic Medical Records
More informationPM, EMR and Portals: A Primer on Healthcare-specific Software for Ambulatory Care
PM, EMR and Portals: A Primer on Healthcare-specific for Ambulatory Care Note: This article was first published as PM, EMR and Portals: A Primer on Healthcare-specific for Ambulatory Care on Technorati.
More informationYale University Performance Management Guide
Yale University Performance Management Guide Table of Contents Section Page Philosophy and Intent 3 FOCUS Annual Performance Management Cycle 4 Expectations 5 Starting With the End in Mind 5 Important
More informationUniversity of Colorado Health Performance Incentive Compensation Plan Plan Summary Fiscal Year 2014 Staff/Managers/Directors
University of Colorado Health Performance Incentive Compensation Plan Plan Summary Fiscal Year 2014 Staff/Managers/Directors Plan Purpose The University of Colorado Health provides outstanding patient
More informationPatrick A. Sorrentino, MS 304 Juliana Lane ~ Bloomingdale, IL. 60108 Work Phone (630) 990-4448 Home Phone (630) 295-9360 Cell Phone (630) 514-9226
SUMMARY OF QUALIFICATIONS Over 20 years of progressive and diversified healthcare experience holding senior management positions at Rush University Medical Center, Arthur Andersen, Midwest Medical Network
More informationHealth Care Finance 101
Alaska Health Care Commission Health Care Finance 101 Ken Tonjes CFO PeaceHealth Ketchikan Medical Center June 20, 2013 Basics: Glossary of Terms Common Financial Terminology Gross Charges (Revenue) Total
More informationSouthwestern Vermont Medical Center Operating Budget Fiscal Year 2016
Southwestern Vermont Medical Center Operating Budget Fiscal Year 2016 Southwestern Vermont Medical Center s (hereafter SVMC or Medical Center ) Operating Budget for Fiscal Year (hereafter FY ) 2016 has
More informationTHE UNIVERSITY OF TEXAS HEALTH SCIENCE CENTER AT SAN ANTONIO REPORT ON INFORMATION REGARDING STAFF COMPENSATION
THE UNIVERSITY OF TEXAS HEALTH SCIENCE CENTER AT SAN ANTONIO REPORT ON INFORMATION REGARDING STAFF COMPENSATION In compliance with Texas Government Code Sec. 659.026. INFORMATION REGARDING STAFF COMPENSATIONS,
More informationSECTION IV. CHAPTER 29: Compensation Plans
SECTION IV CHAPTER 29: Compensation Plans Compensation Plans As discussed in previous chapters (Sales Structure and Sales Management), many providers are transitioning the occupational health sales position
More informationDragon Medical Group Health Cooperative Promotes Physician Adoption of EpicCare EMR and Achieves Higher Quality of Patient Care with Dragon Medical
C U S T O M E R C A S E S T U D Y Dragon Medical Group Health Cooperative Promotes Physician Adoption of EpicCare EMR and Achieves Higher Quality of Patient Care with Dragon Medical Group Health Cooperative
More informationAccess Center Operations Manual
Access Center Operations Manual Version 1.2 August 18, 2010 Page 2 of 35 Table of Contents I. Introduction... 5 II. Access Center Personnel... 7 III. Measuring Success... 9 IV. Technical Toolkit...11 A.
More informationevolve and integrate a new imperative for ambulatory care
Tracy K. Johnson Suzanne Borgos evolve and integrate a new imperative for ambulatory care Developing a fully integrated ambulatory care system is a critical strategy for ensuring success under healthcare
More informationBuilding the bottom line in employed physician networks
Building the bottom line in employed physician networks Greg Mertz, MBA, FACMPE, Managing Director, Physician Strategies Group, LLC, Virginia Beach, VA Shrinking margins, rising costs, and the specter
More informationMEDICAL BILLING AND PRE-FUNDING. Is Now The Time to Outsource Your Medical Billing? (877) 386-9728 NobilityRCM.com
Is Now The Time to Outsource Your Medical Billing? Is Now the Time to Outsource Your Medical Billing? Outsourced medical billing has come into favor as medical practices face newer problems thanks to changing
More information33rd Annual J.P. Morgan Healthcare Conference
33rd Annual J.P. Morgan Healthcare Conference January 12, 2015 Disclosures / Forward-looking Statements This presentation includes forward-looking statements. Such forward-looking statements are based
More informationHow to Improve Inpatient Care Strategic Goals
Robert Wood Johnson Medical School Patient Care Strategic Goals 1. Promote a Culture of Service 2. Improve Quality of Care 3. Improve productivity 4. Increase market share and clinical volumes 5. Improve
More informationDo I Proceed, Pause or Stop? WHITE PAPER HOW YOU CAN CAPITALIZE ON THE ICD-10 DELAY. Sanjib Dutt, Principal ICD-10 Services
WHITE PAPER Do I Proceed, Pause or Stop? HOW YOU CAN CAPITALIZE ON THE ICD-10 DELAY BY: Andrew Durawa, Senior Manager ICD-10 Services Sanjib Dutt, Principal ICD-10 Services Table of Contents INTRODUCTION....
More informationA Lean Approach to Physician Schedule Optimization
A Lean Approach to Physician Schedule Optimization Robert Trenschel, DO, MPH, Senior Vice President Mary Beth McDonald, Senior Vice President Karen Bowman-Dillenburg, Operations Improvement Manager Objectives
More information3 Easy Ways to Increase Your Medical Practice Revenue by 25%
3 Easy Ways to Increase Your Medical Practice Revenue by 25% 3 Easy Ways to Increase Your Medical Practice Revenue by 25% There are a hundred ways to streamline workflow and improve revenue in a medical
More informationProgrammatic Facilities projects that benefit a specific program or function.
The Colorado School of Mines capital budget is impacted by several factors including the implementation of a new strategic plan, the growth in enrollment and research, and the availability of state funds
More informationMeaningful Reporting From the EHR
Meaningful Reporting From the EHR Rebecca Lagerquist EHR Software Analyst / Trainer Delaware Health Net, Inc. April 2010 1 The Challenge In 2004 the White House set the goal that by the year 2014 most
More informationNortec. ACT Now! Nortec EHR. Qualify & Receive $44,000. An Integrated Electronic Health Record Software. www.nortecehr.com
ACT Now! Qualify & Receive $44,000 Nortec Version 7.0 EHR Visit and Register to learn how to meet Meaningful Use requirements An Integrated Electronic Health Record Software Electronic Medical Records
More information9/28/2015. HFMA s Patient Friendly Billing Focus. Initiatives: Best Practices. Agenda. Iowa Hospital Association Annual Meeting October 6, 2015
HFMA s Patient Friendly Billing Initiatives: Best Practices Iowa Hospital Association Annual Meeting October 6, 2015 Sandra Wolfskill, FHFMA Director Healthcare Finance Policy HFMA Agenda Meet Jack! HFMA
More informationElectronic Medical Records. Robert M. Underwood, MD, CPE, FAAEM CMIO, RMH Healthcare
Electronic Medical Records Robert M. Underwood, MD, CPE, FAAEM CMIO, RMH Healthcare Disclaimer I am an employee of RMH Healthcare No financial interest in any IT company What is a CMIO? History: September
More informationChange Management in Higher Education: Using Model and Design Thinking to Develop Ideas that Work for your Institution
Change Management in Higher Education: Using Model and Design Thinking to Develop Ideas that Work for your Institution By Michael P. Meotti Ed Policy Group Introduction Change and innovation are hot topics
More informationThe Cost of Implementing ICD 10 for Physician Practices Updating the 2008 Nachimson Advisors Study A Report to the American Medical Association
The Cost of Implementing ICD 10 for Physician Practices Updating the 2008 Nachimson Advisors Study A Report to the American Medical Association Nachimson_Advisors@verizon.net February 12, 2014 Contents
More informationQuestions and Answers to RFP 15-589557-bc for Call Center consulting
Questions and Answers to RFP 15-589557-bc for Call Center consulting It is mentioned in Section XI; Tier 1 of the proposal that the vendor will not be able to modify staffing once the proposal is submitted
More informationSingle Formulary Electronic Prior Authorization Reporting Requirements. Department of Vermont Health Access December 14 th, 2011
Single Formulary Electronic Prior Authorization Reporting Requirements Department of Vermont Health Access December 14 th, 2011 1 Today s Agenda Legislation Formulary Development Single Formulary Rationale
More informationBest Practices and Lessons Learned about EHR Adoption. Anthony Rodgers Deputy Administrator, Center for Strategic Planning
Best Practices and Lessons Learned about EHR Adoption Anthony Rodgers Deputy Administrator, Center for Strategic Planning Presentation Topics Value proposition for EHR adoption Medicaid Strategic Health
More informationUW Health strategic plan Refocus and Renew
UW Health strategic plan Refocus and Renew 2013-2015 MISSION: Our Reason for Being Advancing health without compromise through: Service Scholarship Science Social Responsibility VISION: Our place in the
More informationNeed a healthcare package that fits in with your practice?
Healthcare Solutions Need a healthcare package that fits in with your practice? Need a healthcare package that fits in with your practice? GBS delivers solutions that streamline your daily tasks, yet we
More informationFour rights can t be wrong: why now is the right time to implement an EHR
White Paper Four rights can t be wrong: why now is the right time to implement an EHR OptumInsight www.optum.com Page 1 White Paper EHRs and small to mid-size physician practices: Finding the right fit
More informationDepartment of Legislative Services Maryland General Assembly 2009 Session
House Bill 706 Health and Government Operations Department of Legislative Services Maryland General Assembly 2009 Session FISCAL AND POLICY NOTE Revised (Delegate Pena-Melnyk, et al.) HB 706 Finance Electronic
More informationPorter Hospital, Inc.
Porter Hospital, Inc. A Subsidiary of Porter Medical Center, Inc. Middlebury, Vermont 05753 (802) 388-4701 July 2,2012 Michael Davis Director of Health System Finances Green Mountain Care Board 89 Main
More information206-478-8227 www.healthdataconsulting.com. ICD-10 Now What? Joseph C Nichols MD Principal. A Health Data Consulting White Paper
206-478-8227 www.healthdataconsulting.com ICD-10 Now What? Joseph C Nichols MD Principal A Health Data Consulting White Paper Oct 1, 2015 TABLE OF CONTENTS IT S NOW THE STANDARD... 3 CHARTING A COURSE
More informationEHR in ASCs. Big Trends Emerging. Sponsored By
EHR in ASCs Big Trends Emerging Sponsored By April 2015 2 Introduction EHR in ASCs: Big Trends Emerging Featuring: LoAnn Vande Leest RN, CEO Northwest Michigan Surgery Center Cindy Klein VP, CMIO United
More informationThe most significant challenge of becoming accountable is not forming an organization, it is forging one. ~ Phillip I. Roning 1
Physician Involvement in ACOs The Time is Now Julian D. ( Bo ) Bobbitt, Jr., Esq. Smith, Anderson, Blount, Dorsett, Mitchell & Jernigan, L.L.P. Raleigh, NC The most significant challenge of becoming accountable
More informationAdvancing Technology: Enhancing the Current EHR
COL Michael Greenly, PM EHR Core Solution Delivery Division 2015 Defense Health Information Technology Symposium Advancing Technology: Enhancing the Current EHR 1 DHA Vision A joint, integrated, premier
More informationA Better Way to Cut Costs. by Robin Schofield
A Better Way to Cut Costs by Robin Schofield Executive Summary Businesses and non-profits are looking hard at their costs as the current recession bites. However, organizations are often imposing a blanket
More informationSTRATEGIC PLANNING AND SWOT ANALYSIS
CHAPTER 5 STRATEGIC PLANNING AND SWOT ANALYSIS I skate where the puck is going to be, not where it has been. Wayne Gretzky K e y Terms and Concepts Force field analysis SWOT analysis Excerpted from Essentials
More informationAddressing the Revenue Disruption Associated with the Transition to ICD-10. October 29, 2012 www.medimobile.com
Addressing the Revenue Disruption Associated with the Transition to ICD-10 October 29, 2012 www.medimobile.com Table of Contents Executive Summary................... 3 Introduction.........................
More informationCOMPENSATING EMPLOYED PHYSICIANS Tax Law, Stark and Anti-Kickback Implications. AHLA Tax Issues for Healthcare Organizations October 20-22, 2013
AHLA B. Compensating Employed Physicians Tax Law, Stark, and Anti-Kickback Implications Linda Sauser Moroney Drinker Biddle & Reath LLP Milwaukee, WI Claire M. Turcotte Bricker & Eckler LLP West Chester,
More informationA Guide to Choosing the Right EMR Software. A Guide to Choosing the Right EMR Software
A Guide to Choosing the Right EMR Software A Guide to Choosing the Right EMR Software Eight Important Benchmarks for Community and Critical Access Hospitals Eight Important Benchmarks for Community and
More informationMerge Healthcare Investor Presentation
Merge Healthcare Investor Presentation January 2015 1 Forward Looking Statement The matters discussed in this presentation may include forward-looking statements, which could involve a number of risks
More informationPractice Management Partnerships
Practice Management Partnerships For over a decade the MediSync management team, in partnerships with forward thinking physicians, has helped medical groups become very highly successful even in these
More informationComprehensive Cost and Margin Improvement
Comprehensive Cost and Margin Identify your organization s most challenging areas and find the biggest opportunities for savings and process improvement. From labor resource and compensation optimization
More informationThe Why & How of Managed Services
SOLUTIONS Cut Costs While Improving Productivity The Why & How of Managed Services What are Managed Services? CIOs all face similar challenges: cost containment, reliability of systems and keeping pace
More informationOur Journey to the MAP Award. Thursday, March 19, 2015
Our Journey to the MAP Award Thursday, March 19, 2015 Mission As a Catholic Healthcare Ministry, we provide comprehensive and compassionate care that improves the health of the people we serve. Snapshot
More informationShow Me the Money! A Guide to Creating a. Scalable Sales. (http://labs.openviewpartners.com) (http://labs.openviewpartners.
(http://labs.openviewpartners.com) (http://labs.openviewpartners.com/about/) Home (http://labs.openviewpartners.com) HR & People (/category/hr-people/) Show Me the Money! A Guide to Creating a Scalable
More informationThe Future of HCM Technology Wim Valstar, SAP SuccessFactors
The Future of HCM Technology Wim Valstar, SAP SuccessFactors The future of HCM technology. The globalised workforce of today is driving HR organisations to look to technology and thought leaders for solutions
More informationCHANGE AGENTS: HOW STATES CAN DEVELOP EFFECTIVE SCHOOL LEADERS
CHANGE AGENTS: HOW STATES CAN DEVELOP EFFECTIVE SCHOOL LEADERS West Comprehensive Center: Building the Capacity of Principals as Instructional Leaders October 24, 2013 Warm-Up How effective are your policies
More informationTechnology Mediated Translation Clinical Decision Support. Marisa L. Wilson, DNSc, MHSc, CPHIMS, RN-BC. January 23, 2015.
Technology Mediated Translation Clinical Decision Support Marisa L. Wilson, DNSc, MHSc, CPHIMS, RN-BC January 23, 2015 Background Presidents Bush, President Obama American Recovery and Reinvestment Act
More informationMD-REPORTS. Comprehensive, specialty specific one stop solution for Office, Ambulatory and Hospital electronic document requirements
MD-REPORTS COMPLETE SOFTWARE SOLUTION FOR OFFICE, SURGERY CENTER AND HOSPITAL Comprehensive, specialty specific one stop solution for Office, Ambulatory and Hospital electronic document requirements ONC-ATCB
More informationOPTIMIZING THE USE OF YOUR ELECTRONIC HEALTH RECORD. A collaborative training offered by Highmark and the Pittsburgh Regional Health Initiative
OPTIMIZING THE USE OF YOUR ELECTRONIC HEALTH RECORD A collaborative training offered by Highmark and the Pittsburgh Regional Health Initiative Introductions Disclosures Successful completion of training
More informationNCHS Director s Update to the Friends of NCHS
NCHS Director s Update to the Friends of NCHS Charles J. Rothwell Director, NCHS February 24, 2015 ADMINISTRATIVE AND BUDGET UPDATES NCHS Staff Updates Nat Schenker appointed as NCHS Deputy Director, starting
More information