Guidian Healthcare Consulting
|
|
|
- Benedict Douglas
- 8 years ago
- Views:
Transcription
1 S R STAFFING RATIOS PLANNING FOR PRODUCTIVITY & COST C EFFECTIVENESS Guidian Healthcare Consulting
2 Guidian Healthcare Consulting Guidian works with Community Health Centers to plan financially sustainable operations that meet the needs of the organization and its community. Guidian provides operations planning, strategic planning, facility planning & pre-development services that include: Market Analysis Financial Projections Space Planning Functional Floor Plan Layout Operations Analysis and Patient Flow Grant Writing Guidian Healthcare Consulting 2009 Page 2
3 Staffing Ratios- Overview STAFFING RATIOS THE BIG PICTURE Staffing Ratios & Operations Management Calculating Staffing Ratios Benchmarking Wrap-up & Questions Guidian Healthcare Consulting 2009 Page 3
4 Staffing Ratios The Big Picture Staffing ratios define the relationship between your revenue producing employees and the staff needed to support them. Staffing ratios are a tool to evaluate the impact of your staffing strategy on operational effectiveness & service delivery. Guidian Healthcare Consulting 2009 Page 4
5 Staffing Ratios The Big Picture Measuring Staffing Ratios is Important because. Staffing expense is generally the largest expense for a health center Staffing decisions impact quality of patient care Staffing levels & functional allocation drive operating efficiency Guidian Healthcare Consulting 2009 Page 5
6 Staffing Ratios The Big Picture Staffing Ratios are used in Operations Management to. Determine optimal levels of staff overall Determine optimal levels l of staff by function Evaluate productivity and efficiency Guidian Healthcare Consulting 2009 Page 6
7 Staffing Ratios The Big Picture National Staffing Ratio Benchmark Data UDS Staffing Benchmarks Health center specific data Gross staffing ratios only MGMA Annual Cost Survey Staffing ratios by specialty & region Staffing ratios by functional area Guidian Healthcare Consulting 2009 Page 7
8 Staffing Ratios The Big Picture Example MGMA Staffing Ratios Clinical Support Staff per Provider Ancillary Support per Provider Front Office Staff per Provider Business Operations Staff per Provider Number of RN, LPN, MA per Physician provider Number of Lab, Xray, Enabling staff Number of Reception, Med Rec., Scheduling, Transcript Number of Pt Acct, Admin, IT, Maintenance staff Guidian Healthcare Consulting 2009 Page 8
9 Staffing Ratios The Big Picture Getting Started What does CHC want to measure Provider productivity as a function of direct clinical support levels Optimal number of billing staff Define appropriate staffing ratio Medical Asst per Provider Pt Acct Staff per Provider Guidian Healthcare Consulting 2009 Page 9
10 Staffing Ratios The Big Picture Getting Started Measure data points over time Use historical data for provider productivity & staffing Calculate staffing ratios Chart over time Compare with Benchmarks where available Guidian Healthcare Consulting 2009 Page 10
11 Staffing Ratios- Overview Staffing Ratios The Big Picture STAFFING RATIOS ATIOS & O Calculating Staffing Ratios Benchmarking Wrap-up & Questions & OPERATIONS MANAGEMENT Guidian Healthcare Consulting 2009
12 Staffing Ratios & Operations Mgmt Effective Operations Management Understands How Staffing Effects Overall Operations Staffing Affects Provide Productivity & Revenues Quality of Patient Care Billing and Collection Recruitment and Retention Budgeting Patient t Flow Patient Satisfaction Staff Satisfaction Guidian Healthcare Consulting 2009 Page 12
13 Staffing Ratios & Operations Mgmt Effective Operations Management Analyzes Staffing in Relation to Operational Measures Operations Analysis Evaluate productivity as a function of staffing levels l over time Identify functional area inefficiency due to misallocation of staff Identify operational improvements by benchmarking internally & externally Guidian Healthcare Consulting 2009 Page 13
14 Staffing Ratios & Operations Mgmt Effective Operations Management Uses Staffing Analysis to Plan for the Future Operations Planning Effective allocation of staff Recruitment planning Budgeting Guidian Healthcare Consulting 2009 Page 14
15 Staffing Ratios & Operations Mgmt Effective Operations Management Uses Staffing Ratios as a Tool Measure operating efficiency (process) & productivity (staff) Measurement Guidian Healthcare Consulting 2009 Page 15
16 Staffing Ratios & Operations Efficiency Case Study: A small CHC felt it could increase the number of patients it treated by hiring more clinical support staff, but were reluctant to spend the resources to hire additional staff. Medical Assistant to Provider Ratio PRODUCTIVITY 1 : 1 Ratio 2 : 1 Ratio Variance Patients per Hour Patients per Day Annual Visits 3,059 3, Average NPSR $351,785 $444,360 $92,575 Cost of 1.0 FTE MA Cost of lost NPSR $35,880 $92,575 Guidian Healthcare Consulting 2009 Page 16
17 Staffing Ratios & Operations Mgmt Effective Operations Management Uses Staffing Ratios as a Tool Identify process bottlenecks by benchmarking staffing ratios Identification of Operational Issues Guidian Healthcare Consulting 2009 Page 17
18 Staffing Ratios & Bottlenecks Case Study: A growing CHC noticed that its cycle times were increasing. Management was unsure of the cause because it had increased the number of clinical staff with increased demand. PRODUCTIVITY New CHC MGMA Variance Patients per Hour Cycle Time per Patient 85 minutes 46 minutes 39 minutes Front Office Support per Provider 1.3 : : Guidian Healthcare Consulting 2009 Page 18
19 Staffing Ratios & Operations Mgmt Effective Operations Management Uses Staffing Ratios as a Tool Maximize revenue and minimize cost by optimize staffing allocation Optimize Staff Allocations Guidian Healthcare Consulting 2009 Page 19
20 Staffing Ratios & Misaligned Staffing Case Study: A busy CHC determined that its AR and bad debt were too high and were actually growing month over month. After evaluating the billing process they determined that although they had sufficient patient accounting staff, the allocation of staff was misaligned. They had an insufficient number of billers and could not complete timely filing. PRODUCTIVITY CHC Benchmark Variance Accounting Staff per Provider Billing per Provider (0.22) Charge Entry/Coding per Provider Posting/Cash Mgmt per Provider Guidian Healthcare Consulting 2009 Page 20
21 Staffing Ratios- Overview Staffing Ratios The Big Picture Staffing Ratios & Operations Management CALCULATING STAFFING RATIOS Benchmarking Wrap-up & Questions Guidian Healthcare Consulting 2009
22 Calculating Staffing Ratios Staff Specific Ratio Functional Department Staffing Ratio Site Specific Staffing Ratio Organizational Staffing Ratio Guidian Healthcare Consulting 2009 Page 22
23 Calculating Staffing Ratios Define Categories Functional Category Category Staff Clinical Support RN, LPN, MA Business Operations Admin, Pt Accounting, Payroll, Billing Front Office Operations Ancillary Support Check-in, scheduling, operators, medical records Lab, X-ray, enabling Guidian Healthcare Consulting 2009 Page 23
24 Calculating Staffing Ratios RN 1.25 FTE Collect Data LPN MA TOTAL 2.15 FTE FTE FTE Physician i 5.0 FTE Mid-Level 2.5 FTE TOTAL 7.5 FTE Calculate Ratio Clinical Support to Provider Ratio 1.49:1 Guidian Healthcare Consulting 2009 Page 24
25 Calculating Staffing Ratios Guidian Healthcare Consulting 2009 Page 25
26 Staffing Ratios- Overview Staffing Ratios The Big Picture Staffing ratios & Operations Management Calculating Staffing Ratios BENCHMARKING Wrap-up & Questions Guidian Healthcare Consulting 2009
27 Benchmarking Staffing Ratios Benchmarks Definition Points of reference or comparison, which may include standards, d critical success factors, indicators, metrics. Benchmarking Measuring your performance against that of organizations with best practices, determining how these best-in-class achieve these performance levels l and using this information as a basis for your own operations improvement strategy Guidian Healthcare Consulting 2009 Page 27
28 Benchmarking Staffing Ratios Importance in Organizational Planning Provide an objective basis for planning operations improvement Provide data that useful in budgeting process Provide data that can be used to create an incentive program Provides a process to identify and creatively address operating problems Guidian Healthcare Consulting 2009 Page 28
29 Benchmarking Staffing Ratios Importance in Operations Management Show how efficiently the practice is functioning Show how efficiently the staff is functioning Identify areas whose performance may lag Determine optimal staffing levels and allocations Measure individual performance to identify internal best practices Guidian Healthcare Consulting 2009 Page 29
30 Benchmarking Staffing Ratios Internal Benchmarking External Benchmarking Monitor internal progress over time Track changes against operational measures Validate that process improvement is having desired effect Compare CHC to similar sized organizations Measure CHC performance against average performers & against high performers Identify where CHC could be more productive or efficient Guidian Healthcare Consulting 2009 Page 30
31 Benchmark Staffing Ratios - Internal 4,000 3,500 3,000 2,500 Annual Visits per Provider VS. MA to Provider Ratio Annual Visits per Provider MA to Provider Ratio Guidian Healthcare Consulting 2009 Page 31
32 Benchmarking Staffing Ratios Internal Benchmarking External Benchmarking Monitor internal progress over time Track changes against operational measures Validate that process improvement is having desired effect Compare CHC to similar sized organizations Measure CHC performance against average performers & against high performers Identify where CHC could be more productive or efficient Guidian Healthcare Consulting 2009 Page 32
33 Benchmarking Staffing Ratios External Benchmarking Select data sources that measure similar organizations Size, population treated, location Select data source with good specificity Ratios for FP, Peds, OB/GYN Ratios for clinical, operations, business functions Sample data source UDS MGMA, AAFP, NAPP Guidian Healthcare Consulting 2009 Page 33
34 Benchmarking Staffing Ratios Map or group your staff positions to align with definition used by benchmark ratios CHC MGMA Clinical i l Support: RN, LPN, MA RN, LPN, MA (Predominant-MA) (Predominant-LPN) Provider: Physician & Mid-Level Physician Provider FTE: 1,610 hrs/yr 2080 hrs/yr Compare apples-to-apples by using a common nomenclature Guidian Healthcare Consulting 2009 Page 34
35 Benchmark Staffing Ratios - External Case Study: A practice performing at the 90th percentile has 2.21 clinical support to Physician and that practice has a panel size of 4,716. A practice performing at the 10th percentile has 0.96 clinical support to Physician and has a panel size of 1,159. From a revenue perspective huge difference in performance. Highlights issues with underlying operational processes. 90 th Percentile 10 th Percentile Variance Practice Practice Panel Size per Provider 4,716 1,159 3,557 Visits per User (0.25) Revenue per Provider $884,250 $253,531 $630,718 Guidian Healthcare Consulting 2009 Page 35
36 Benchmark Staffing Ratios - Planning Case Study: A practice wanted to bring on 2 new providers over the next 12 months. It needed to determine how much additional support staff to hire in order to maintain its current productivity and financial performance. New Providers 2 FTE CHC Practice Ratio FTE 90 th Percentile Practice Ratio FTE Business Support Ratio 2.00 : FTE 1.08 : FTE Clinical Support Ratio 1.96 : FTE 2.21 : FTE Front Desk Ratio 0.99 : FTE 1.59 : FTE Ancillary Support Ratio 1.58 : FTE 0.45 : FTE TOTAL new FTE 10.7 new FTE Guidian Healthcare Consulting 2009 Page 36
37 Benchmark Staffing Ratios Limitations it ti Staffing Ratio benchmarking will not tell the whole story provides a red flag more useful in conjunction with operations analysis. Unique characteristics of CHC mean finding meaningful benchmarks is challenging may affect validity of results. Guidian Healthcare Consulting 2009 Page 37
38 Benchmark Staffing Ratios Conclusion Staffing Ratio benchmarking can help you define issues, identify solutions and measure your success. Staffing ratio benchmarking can help you plan your operations and optimize your efficiency. Staffing ratio benchmarking is a key tool in the process of continuous operations improvement. Guidian Healthcare Consulting 2009 Page 38
39 Staffing Ratios- Overview Staffing Ratios The Big Picture Staffing Ratios & Operations Management Calculating Staffing Ratios Benchmarking WRAP RAP-UP & QUESTIONS UP & Q Guidian Healthcare Consulting 2009
40 Questions??? Guidian Healthcare Consulting 2009
41 Contact Information Guidian Healthcare Consulting Cathy Marchiando idi Mary Murphy Guidian Healthcare Consulting 2009
Guidian Healthcare Consulting
FRONT OFFICE E FFICE EFFICIENCY MAXIMIZING PRACTICE REVENUE STARTING AT THE FRONT D RONT DESK Guidian Healthcare Consulting Guidian Healthcare Consulting Guidian works with Community Health Centers to
BILLING MANAGER INDICATORS: HOW DOES YOUR ORGANIZATION STACK UP?
CPAs & ADVISORS experience direction // BILLING MANAGER INDICATORS: HOW DOES YOUR ORGANIZATION STACK UP? OHIO ASSOCIATION OF COMMUNITY HEALTH CENTERS ~ 2014 ANNUAL CONFERENCE Wednesday, March 12, 2014
Office Efficiency. Barbara Tauscher, MHA, FACMPE Director of Operations The Oregon Clinic GI South Portland, Oregon
Office Efficiency Barbara Tauscher, MHA, FACMPE Director of Operations The Oregon Clinic GI South Portland, Oregon Introduction-Why this Topic? The Oregon Clinic GI Division, 3 separate GI practices working
Employed Physicians: Leadership Strategies for a Winning Organization
Employed Physicians: Leadership Strategies for a Winning Organization Ray Chorey Southeastern Ohio Regional Medical Center President and CEO Thomas Ferkovic SS&G Healthcare Managing Director Practice Comparison
Performance 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
Successful Medical Practice Management: Beyond the Beans
Successful Medical Practice Management: Beyond the Beans Susan Turney, MD, MS, FACMPE, FACP President and CEO MGMA-ACMPE About MGMA-ACMPE The largest, oldest and most respected professional association
The Practice Financial Performance Report. Reporting. eardon onsulting, Inc.
eardon onsulting, Inc. An Affiliate of The Reardon Group Healthcare, Financial & Management Consulting The Practice Financial Performance Report A Practice Performance Report benchmarks a medical practice
Utilizing Benchmarking to Manage Health Center Operations. Curt Degenfelder Managing Director curtis.degenfelder@rsmi.com
Utilizing Benchmarking to Manage Health Center Operations Curt Degenfelder Managing Director curtis.degenfelder@rsmi.com 1 KEY COMPONENTS OF COST PER VISIT! Physician Productivity! Physician Salary & Fringe!
Key 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
Building 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
7 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
Centricity Physician Office
Centricity Physician Office 2005 User Summit EMR Orders Implementation in an Enterprise Don Sepulveda, Clinical Consultant GE Healthcare Clay Williams, Clinical Consultant GE Healthcare Peggy Romfh, Project
2014 MEDICAL OFFICE PRACTICE COMPENSATION SURVEY
2014 MEDICAL OFFICE PRACTICE COMPENSATION SURVEY Return Date: Aug. 27, 2014 Name of Practice Organization: Person Completing Survey: Title: Phone: Mailing Address: Email: Type of organization: Hospital
Title goes here. Performance Management in the Rural Health Clinic. Idaho Bureau of Rural Health & Primary Care November 5, 2014 12:45 p.m. 1:45 p.m.
Performance Management in the Rural Health Clinic Idaho Bureau of Rural Health & Primary Care November 5, 2014 12:45 p.m. 1:45 p.m. Title goes here Jeff Johnson - CPA, Date Partner or subtitle Wipfli Health
Getting to Work and Getting it Done
Steve Geiermann, D.D.S., Interim Director, Council on Access, Prevention and Interprofessional Relations, ADA Captain, U.S. Public Health Service, retired National Network for Oral Health Access (NNOHA)
EXPERTISE OF CONSULTANTS
We appreciate the opportunity to introduce our services to Ingram Micro. We believe that you will find Jackson Thornton Healthcare Consultants to be uniquely qualified because of the extensive knowledge
Evaluating Your Hospitalist Program: Key Questions and Considerations
Evaluating Your Hospitalist Program: Key Questions and Considerations Evaluating Your Hospitalist Program: Key Questions and Considerations By Vinnie Sharma, MBA, MPH Manager, Physician Advisory Services
Health 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
MGMA Cost Survey: 2014 Report Based on 2013 Data. Key Findings Summary Report
MGMA Cost Survey: 2014 Report Based on 2013 Data % MGMA Cost Survey: 2014 Report Based on 2013 Data Each year, MGMA surveys its members and nonmembers to obtain the most recent cost and revenue data. This
Our 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
Larry Boress, Executive Director National Association of Worksite Health Centers. Copyright@2013 NAWHC
Larry Boress, Executive Director National Association of Worksite Health Centers Copyright@2013 NAWHC 1 Objective: To serve the needs of employer sponsors of on-site health, fitness and wellness centers
VHA 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
The ROI of IT: Best Billing Practices
The ROI of IT: Best Billing Practices 1 R O S E M A R I E N E L S O N M G M A H E A L T H C A R E C O N S U L T I N G G R O U P The information and materials provided and referred to herein are not intended
Goals and Objectives for Electronic Health Record (EHR) Implementation
Goals and Objectives for Electronic Health Record (EHR) Implementation Guidelines Provided By: The National Learning Consortium (NLC) Developed By: Health Information Technology Research Center (HITRC)
Billing Department: Staffing & Structure for Sustainability
Billing Department: Staffing & Structure for Sustainability CPCA Billing Manager Conference May 2, 2012 8:30 am 10:00 am Presented by: Rebekah Wallace, CMPE, CPC, MCS-P Overview ~ Obstacles for a Successful
Introduction to Building a Clinically Integrated Community
Introduction to Building a Clinically Integrated Community Gerry Hinkley Pillsbury Law Walter Kopp Medical Management Services Clinical Integration Associates Introductions Gerry Hinkley, Pillsbury Law
The Power of Revenue Management
The Power of Revenue Management Presented By Judy Capko Capko & Company www.capko.com The Power of Revenue Management 6/13/07 1 About the Speaker The Power of Revenue Management 6/13/07 2 The Speaker:
Revenue Cycle Management
Revenue Cycle Management ~Becoming a patient focused but metrics driven Revenue Cycle team~ Presented by: Kimberly Moore Director, Health Care Revenue Cycle Consulting 701.239.8673 kmoore@eidebailly.com
Shared Service Centers
Shared Service Centers Metric Tracking April 2013 Drill down capabilities: metrics need to capture high-level and specific process components Measures need to apply to processes within the control of the
Can EMR=ROI? We re Not IT Masters Yet. ROI Starts with Your Current Costs. Objectives. EMR Return On Investment
Objectives Can EMR=ROI? Rosemarie Nelson MGMA Healthcare Consulting Group Syracuse, NY Assess whether an EMR is a costeffective solution for your practice Describe the economic benefits of an EMR 2 We
Creating a Virtual CBO while guaranteeing AR performance. University of Maryland Medical System Case Study
Creating a Virtual CBO while guaranteeing AR performance University of Maryland Medical System Case Study Today s objectives Do you really need to convert your hospital information system?» Alternatives
SHSMD Physician Relations Benchmarking Survey Results and Discussion
SHSMD Physician Relations Benchmarking Survey Results and Discussion Chris Hyers, MBA, FACHE Christine Rhodes, MS Your Guest Experts and representatives of the SHSMD physician strategies task force Chris
4/23/2015. Financial Disclosure. Objectives. The Big 10: The Most Important Metrics Your Practice Should Be Tracking
Financial Disclosure The Big 10: The Most Important Metrics Your Practice Should Be Tracking Andrew Maller, MBA, COE Elizabeth Holloway, COE, CPSS, PHR BSM Consulting 2015 ASCRS ASOA Symposium & Congress
Understanding Reimbursements Janet Bozzone, DMD, MPH, FAGD Maggie Drozdowski Maule, DMD, MBA
Understanding Reimbursements Janet Bozzone, DMD, MPH, FAGD Maggie Drozdowski Maule, DMD, MBA Wednesday, October 26, 2011 National Harbor, MD Part of NNOHA s developing Practice Management Resources Current
Lean and Six Sigma Healthcare Fad or Reality. Vince D Mello President
Lean and Six Sigma Healthcare Fad or Reality Vince D Mello President TODAY S DISCUSSION About Lean Methodologies Application benefits and outcomes About Six Sigma Key learning's QUALITY FUNDAMENTALS Function
Porter 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
Patient Centered Health Home and Data Analytics. Amanda Stangis, Director of Programs, CPCA Andrew Principe, VP Strategy, Arcadia Solutions
Patient Centered Health Home and Data Analytics Amanda Stangis, Director of Programs, CPCA Andrew Principe, VP Strategy, Arcadia Solutions Agenda What is a Health Home? What is the connection between Health
Revenue Cycle Management Transformation
Revenue Cycle Management Transformation Daniel R. Frietze, Partner 1 Company at a Glance Offices: Virginia Beach, Virginia / Dallas, Texas Clients include: Integrated Delivery Networks Critical Access
Premium Pay Are you paying too much for your labor? Sandy Yanko HCA Far West Division Vice President Operations
Premium Pay Are you paying too much for your labor? Sandy Yanko HCA Far West Division Vice President Operations SHS Conference Chicago, IL April 2009 0 Agenda Background Understanding premium pay Analyzing
WE ANSWER QUESTIONS THAT NO ONE ELSE CAN. 68 T.W. Alexander Dr. P.O. Box 13628 Research Triangle Park, NC 27709 www.cuttingedgeinfo.
MEDICAL INFORMATION AND CALL CENTER PERFORMANCE BUILDING NEW PRACTICES TO MEET THE EVOLVING NEEDS OF HCPS AND PATIENTS FULL TABLE OF CONTENTS & CHARTS AND GRAPHICS 68 T.W. Alexander Dr. P.O. Box 13628
PROJECT NAME: Increasing Efficiency to Improve Access to Follow Up Care at the UT Medicine Pain Clinic
PROJECT NAME: Increasing Efficiency to Improve Access to Follow Up Care at the UT Medicine Pain Clinic Institution: University of Texas Health Science Center San Antonio Primary Author: Max Eckmann, MD
Physician Compensation and
SHM Roundtable Physician Compensation and Incentive Plans December 9 th, 2010 Dan F ller President & Co Fo nder Dan Fuller President & Co-Founder IN Compass Health Discussion How important is compensation?
Revenue Cycle Management. A Primer for School Based Health Care Centers Presented By Jane Speyer, Senior Billing Manager OCHIN
Revenue Cycle Management A Primer for School Based Health Care Centers Presented By Jane Speyer, Senior Billing Manager OCHIN Discussion Overview The Revenue Cycle demystified: How do appointments turn
Best 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
Go With The Flow- From Charge Nurse to Patient Flow Coordinator. Donna Ojanen Thomas, RN, MSN Cynthia J. Royall, RN, BSN
Go With The Flow- From Charge Nurse to Patient Flow Coordinator Donna Ojanen Thomas, RN, MSN Cynthia J. Royall, RN, BSN Primary Children s Medical Center About PCMC Not for profit hospital, part of Intermountain
Greater New York Hospital Association. Emerging Positions in Primary Care: Results from the 2014 Ambulatory Care Workforce Survey
Greater New York Hospital Association Emerging Positions in Primary Care: Results from the 2014 Ambulatory Care Workforce Survey Introduction.......................................................... 1
Shellie Sulzberger, LPN, CPC, ICDCT-CM. Coding & Compliance Initiatives, Inc.
Shellie Sulzberger, LPN, CPC, ICDCT-CM Coding & Compliance Initiatives, Inc. My connection to coding and documentation My connection to clinical processes My connection to ICD-10 My connection to YOU Coding
Benchmarking and Reporting. Jackie P. Boswell, MBA, FACMPE Senior Medical Practice Consultant
Benchmarking and Reporting Jackie P. Boswell, MBA, FACMPE Senior Medical Practice Consultant What is Benchmarking? Benchmarking is a process of measuring key performance indicators and comparing with national
Title goes here. Critical Access Hospital Workshop Affordable Information Technology For Smaller Health Care Organizations
Critical Access Hospital Workshop Affordable Information Technology For Smaller Health Care Organizations WIPFLI HEALTH CARE PRACTICE Title goes here February 4, 2010 8:30 a.m. 10:15 a.m. Date or subtitle
The New USFPG: An Investment in Our Future Update to USF BOT Health & Finance Workgroup
The New USFPG: An Investment in Our Future Update to USF BOT Health & Finance Workgroup May 27, 2015 An Investment in Our Future FY2015 and FY2016 Top Improvement Priorities Topics to Discuss EPIC Improving
Division Budget Highlights: Division Biennium Total by Funding Source
- The Division of Human Resource Management is dedicated to providing exceptional human resource services with integrity, respect and accountability. Division Budget Highlights: 1. Technology Investment
Digital Medical Office. The Experience of Primary Care Medical Center
Digital Medical Office The Experience of Primary Care Medical Center Digital Medical Office: EMR at the center (digital nervous system) Billing/lab/hospital interfaced to the EMR Electronic prescribing
Employer-Sponsored Clinics & Telemedicine Onsite, Online, Anywhere!
Employer-Sponsored Clinics & Telemedicine Onsite, Online, Anywhere! Presented By: Todd Wolf General Manager QuadMed Evolution Expected Benefits Scope of Services Delivery Models Feasibility Accountability
INTRODUCTION 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
Anthony 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
What Every Medical Practice Must Do to Optimize Workflow and Maximize Revenue While Decreasing Costs
What Every Medical Practice Must Do to Optimize Workflow and Maximize Revenue While Decreasing Costs Don t just trust that your staff is maximizing time and revenue. It is up to you to monitor, analyze
Physician Compensation: Where the Market is Going
Physician Compensation: Where the Market is Going HR Council March 13, 2013 Presented to: 2013 Sullivan, Cotter and Associates, Inc. The material may not be reproduced or copied without written consent
Accountable Care Organizations
Accountable Care Organizations Myth, Reality, Facts Why =System Failure Low Quality - IOM report High Cost Quality Cost disconnect Low Value Problems Disconnect between Quality and Cost Care is fragmented
How to Build a Referral Process Focused on Customer Service: It All Starts Here!
Post-Acute Services How to Build a Referral Process Focused on Customer Service: It All Starts Here! Katherine Northcutt, RN Simione Healthcare Consultants Learning Objectives Define a strategy for maintaining
Management Services Organizations: Efficiency in Payer Engagement. Today s Discussion
Management Services Organizations: Efficiency in Payer Engagement Ohio Association of Community Health Centers July 2014 Contact Us Andrew Principe andy@starlingadvisors.com Amanda Stangis, MPH amanda@starlingadvisors.com
Physician Compensation: Where the Market is Going
Physician Compensation: Where the Market is Going CFO Council March 13, 2013 Presented to: 2013 Sullivan, Cotter and Associates, Inc. The material may not be reproduced or copied without written consent
The dynamics of today s health care
Work Smarter, Not Harder to Save Your Practice Money When this family practice learned how to delegate, make wise use of technology and trim its staff, it gained $200,000 per year. Gregory J. Mertz, MBA,
Comprehensive 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
PHYSICIAN PRACTICE MANAGEMENT ESSENTIALS: KEYS FOR SUCCESS. Rosemarie Nelson MGMA Healthcare Consulting Group March 5, 2013
1 PHYSICIAN PRACTICE MANAGEMENT ESSENTIALS: KEYS FOR SUCCESS Rosemarie Nelson MGMA Healthcare Consulting Group March 5, 2013 PRACTICE MANAGEMENT: WHAT DOES IT MEAN? Running a practice is complicated: Even
WELCOME TO: MED USA MIKESIAPERAS CEO
WELCOME TO: MED USA MIKESIAPERAS CEO HOW WE GOT HERE HISTORY In 1991 Med USA developed a very basic Integrated EHR. Only a couple of doctors used it and it became very clear it was going to stay that way
Advance Your Practice with the Body of Knowledge for Medical Practice Management Heather McHugh, MBA, sr strategist for professional development,
Advance Your Practice with the Body of Knowledge for Medical Practice Management Heather McHugh, MBA, sr strategist for professional development, MGMA, Englewood, Colo. Based on The Body of Knowledge for
How to Best Select an EHR and The new HITECH Stimulus Act What you need to know
How to Best Select an EHR and The new HITECH Stimulus Act What you need to know Presented by Scott Heaton Vice President, Maxwell IT Company 2009 Maxwell IT Company. All Rights Reserved. Session Goals
Scribes in the ED: I get what you are saying
Scribes in the ED: I get what you are saying Conflict of Interest and Bias No financial relationships Scribe Director at Academic County Hospital Used a consultant to start our in-house scribe program
And in rural areas. Chart 3: Median number of days to fill vacant RN positions in urban and rural areas
RN Shortages in Hospitals March 1999, Vol. 1, No. 2 Nurses comprise the largest sector of the healthcare workforce and the majority of nurses work in hospitals. Because of the prominence and importance
Utilizing Physician Extenders to Achieve Group Practice Initiatives
Utilizing Physician Extenders to Achieve Group Practice Initiatives Your presenters Debra Johansen, MBA, CMPE Chief Operating Administrator, HealthFirst Medical Group, Melbourne FL Richard Baney, Jr, MD,
Community Physicians of Indiana Engineering Forms to Improve Quality of Care and Physician Efficiency Ryan Houghton, M.D.
Community Physicians of Indiana Engineering Forms to Improve Quality of Care and Physician Efficiency Ryan Houghton, M.D. Disclosure No additional relationships or conflicts of interest besides employment
Lakeside Medical Clinic
Dr. William Haver Lakeside Medical Clinic Busy, high-volume clinic streamlines care delivery with the EMR Saskatoon, Saskatchewan WWW.STUARTKASDORF.COM A family physician in Saskatoon, Dr. William Haver
Indiana 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
North Shore Physicians Group Primary Care Redesign
North Shore Physicians Group Primary Care Redesign Christine Sinsky, MD 12.23.11 The physician cannot do this work alone, notes Lindsay Gainer, Director of Clinical Services and Innovations at North Shore
5 MUST-TRACK METRICS FOR PRACTICE PROFITABILITY
The late, legendary management expert Peter Drucker once famously said, If you can t measure it, you can t manage it. In today s challenging and rapidly evolving healthcare landscape, measurement is more
HR Metrics Report. Reporting Period 2013 Q1 - January 1 to March 31, 2013. Sample Report. Province: Industry: Workforce Change:
HR Metrics Report Reporting Period 2013 Q1 - January 1 to March 31, 2013 Comparison Group Criteria Province: Industry: Workforce Change: All All All Region: Size: Geographic Range: All All All Sector:
Sr. Management Engineer Intermountain Healthcare 1034 North 500 West Provo, Utah 84604 Email: Jared.LeBaron@imail.org Phone: 801-357-4080
RECRUITING CHANGE: PROCESS AND PRODUCTIVITY IMPROVEMENT IN HUMAN RESOURCES Jared LeBaron Sr. Management Engineer Intermountain Healthcare 1034 North 500 West Provo, Utah 84604 Email: Jared.LeBaron@imail.org
Rebecca Armato Executive Director, Physician & Interoperability Services Huntington Memorial Hospital, Pasadena, California
EHR Adoption: From Those That Have Gone Before Rebecca Armato Executive Director, Physician & Interoperability Services Huntington Memorial Hospital, Pasadena, California Disclosure 30 Years Healthcare
Noelle Sargeant International Financial Data Services June, 2012
Transition to B u siness P ar tnership Noelle Sargeant International Financial Data Services June, 2012 Human Resources January, 2010 Sr. Vice President Human Resources Director Compensation & Benefits
Healthcare Performance Management Strategies for Highly Efficient Practices
A Mariner White Paper Healthcare Performance Management Strategies for Highly Efficient Practices By Rob Capozziello, Practice Manager Michael McCarthy, Business Development Manager Mariner, Healthcare
Effectiveness or Efficiency? Is your firm tracking the right Real Estate Metrics? TENANT PERSPECTIVES. The Challenge of Real Estate Management
Effectiveness or Efficiency? Is your firm tracking the right Real Estate Metrics? By Joseph Hamilton, SVP, Cornish & Carey Client Solutions The Challenge of Real Estate Management Managing real estate
HR Metrics Interpretation Guide
Version 7.2 / August 2014 A data service owned and operated by: Welcome! This Interpretation Guide is designed to give you the information you need to interpret your metric and benchmarking results. This
What If Your In-House Physician Recruiting is Not Working? The Benefits of Recruitment Process Outsourcing for Healthcare Organizations
What If Your In-House Physician Recruiting is Not Working? The Benefits of Recruitment Process Outsourcing for Healthcare Organizations www.practicematch.com What If Your In-House Physician Recruiting
Department of Veterans Affairs VHA DIRECTIVE 2010-034 Veterans Health Administration Washington, DC 20420 July 19, 2010
Department of Veterans Affairs VHA DIRECTIVE 2010-034 Veterans Health Administration Washington, DC 20420 STAFFING METHODOLOGY FOR VHA NURSING PERSONNEL 1. PURPOSE: This Veterans Health Administration
(800) 955-1919 info@dystaffing.com dystaffing.com
Win-win healthcare staffing solutions Since 1989, D&Y has held a leadership position in healthcare staffing by matching quality healthcare providers with quality practice environments. Beginning with anesthesia
Maximizing Billing and Reducing costs Through the Use of HIT. Daniel Mather Practice Manager Oswego County OB-GYN, P.C.
Maximizing Billing and Reducing costs Through the Use of HIT Daniel Mather Practice Manager Oswego County OB-GYN, P.C. Topics for Discussion Inefficiencies in Practice Management How inefficiencies can
California Community Health Centers
California Community Health Centers Financial & Operational Performance Analysis, 2010-2013 Prepared by Sponsored by Blue Shield of California Foundation TABLE OF CONTENTS Introduction... 3 Key Findings...
Agenda. 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
Financial Disclosure. Objectives. Succession Planning for Administrators. Succession Planning for Administrators
Succession Planning for Administrators Maureen Waddle, Elizabeth Holloway, & Andrew Maller BSM Consulting 2015 ASCRS ASOA Symposium & Congress Financial Disclosure Succession Planning for Administrators
Revenue Cycle Objectives Challenges Management Goals and Expected Benefits Sample Metrics Opportunities Summary Solution Steps
Common Findings Revealed: Revenue Cycle Review John Bartell, RN, BSN, Partner Tina Nazier, MBA, Director Wipfli LLP Topics for Discussion Revenue Cycle Objectives Challenges Management Goals and Expected
Workforce Management: Controlling Costs, Delivering Results
Workforce Management: Controlling Costs, Delivering Results Organizations today must balance the need to run an efficient and costeffective operation while remaining agile and flexible to meet both customer
Practice Management 101
Practice Management 101 Program Agenda Market Trends in Eye Care Demographic trends Increased eye care services Medicare challenges Financial Benchmarking Clinic Optical Opportunities for a Successful
Top Ten Questions. Time and Energy. Robin Bradbury 800-355-0410 robin@ereso.com
Robin Bradbury 800-355-0410 robin@ereso.com Top Ten Questions 1. What are the key measures for the Revenue Cycle? 2. How do you document and share this information with the Revenue Cycle staff? 3. What
Hospital Employment v Private Practice. Las Vegas, Nv December 2014
Hospital Employment v Private Practice Orthopedic Summit: Emerging Techniques Practice Management Course Las Vegas, Nv December 2014 Louis F McIntyre, MD, PC 311 North St Suite 102 White Plains, NY 10605
A Roadmap for Modernizing the Health Care Revenue Cycle
A Roadmap for Modernizing the Health Care Revenue Cycle 1 March 2016 Timothy Panks Senior VP, Finance and Revenue Management Douglas Hires Senior VP, Strategic Client Relationships Conflict of Interest
2013 Business Plan. Kenneth Poe Director
2013 Business Plan Kenneth Poe Director Mission To provide quality programs and services to attract, develop, motivate and retain a strategically aligned workforce within a supportive work environment
Partnering with Academic Partners to Enhance Student Experiences and Transitions into Practice
Partnering with Academic Partners to Enhance Student Experiences and Transitions into Practice Holly Lorenz, RN, MSN Sandra Rader, DNP, MSA, RN, NEA-BC Melanie Shatzer, DNP, RN Pittsburgh, PA UPMC Objectives
Self-Pay in an ACA World: Optimizing Resources with Soarian Tools, Workflows and Partners
Self-Pay in an ACA World: Optimizing Resources with Soarian Tools, Workflows and Partners Kathy Peterson, FHFMA Director of Patient Financial Services October 11, 2015 Our focus today Marketplace changes
American College of Physicians Internal Medicine 2008 Washington, DC May 15-17, 2008
American College of Physicians Internal Medicine 2008 Washington, DC May 15-17, 2008 Innovation in Practice: Exploring the Impact of Practice Redesign, Quality Improvement, and Information Technology on
Important Disclosures
Company Overview Important Disclosures This presentation contains forward-looking statements, including financial and other information relating to First Physicians Capital Group, Inc. ( FPCG or the Company