REVENUE CYCLE MANAGEMENT NEWS

The healthcare revenue cycle relates to all of the processes, subprocesses and enabling technologies associated with the initial patient registration through the collection of the amounts due. The impacted areas are inclusive of:

- Pre-Registration/Registration
- Financial Counseling/Insurance   Verification
- Charge/Visit Processing
- Third-Party/Patient Bill
  Qualification/Billing
- Account Follow-Up/Inquiry
- Utilization Review/Case Management
- Correspondence
- Data Request Compliance
- Payment Processing/Posting
- Allowance (and Voucher/Remittance)   Processing
- Bad Debt Management
- Management Reporting/Usage

Listed below are CBIZ's Revenue Cycle Management programs.

- Revenue Cycle Indices Assessment
- Revenue Cycle Management
  Operational   Assessment
- Cash Flow Acceleration Assistance
- Contract Review and Performance
  Analysis
- Operational/Organizational
  Reengineering - Other Services

Revenue Cycle Performance Management has become an increasingly important topic in the CEO/CFO agenda of all institutional healthcare providers for several reasons:

MARINCORP SOLUTIONS DELIVERS 1%-9% INCREASES IN REVENUE!
Within the last 15 years, Hospitals have been struggling more and more to keep pace with the rapid rate of change and increasing government scrutiny of the RCM process. Quarterly or even more frequent updates covering all aspects of inpatient and outpatient care (including HIPAA, Coding Editors, etc.) obligate hospitals to rework processes, systems and procedures at a very detailed level. *Financial tightening* due to lower reimbursements driven by Payor pricing coupled with rising care delivery costs is driving increased pressure and focus on both the quality and timeliness of the claims cycle. Finally, the increasing complexity of the entire Revenue Cycle process is creating tremendous difficulty for Hospitals to identify the exact function, staff, system, structural or other problem that they must address in order to improve cash flow management and reimbursement.

Most hospitals, although well intentioned, do not have the internal staff, capabilities or capital to analyze and implement either the scope of required changes or the retaining required by these constant updates. This has led to reduced payment for services, compliance problems, significant write-offs and eventually missed opportunities.

THEREFORE, HOSPITAL EXECUTIVES ARE ASKING QUESTIONS
LIKE THE FOLLOWING:
• Where are the gaps in my Revenue Cycle process?

• How do I improve my processes and systems to increase my cash flow and minimize   unbilled, underpaid or denied services? Is the ROI worth the effort?

• What is the actual economic potential for my hospital if I undertake a Revenue   Cycle Management Performance Improvement Program? What are my execution   options (e.g., staff training, staff supplementation, partial or full outsourcing, etc.)   and what are the risks to my organization?

• How do I implement a “best practice” Revenue Cycle Management Program without   being additionally intrusive or burdensome to my staff? Where do I start?

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