Strengthening Financial Performance in Rural Hospitals

 
 
AHA Knowledge Exchange Strengthening Financial Performance in Rural Hospitals
 
AHA Knowledge Exchange | Strengthening Financial Performance in Rural Hospitals

AHA Knowledge Exchange

Empowering data-driven decisions and support to optimize staff resources and patient access to care

Amid workforce shortages and concerns pertaining to access to care, end-to-end visibility of revenue-cycle management performance helps health care organizations prevent claim denials, visualize trends and avoid financial surprises to accelerate reimbursement. Analytics and detailed performance data can pinpoint where revenue processes are missing the mark and need to be adjusted to gain financial visibility for strategic initiatives. Using automation to augment staff capability and streamline workflows can improve morale and productivity and remove friction throughout the patient journey. This knowledge exchange examines the actions that can be taken today to position rural health care organizations for success in the future.

Sponsored by: Inovalon Logo

8 actions rural hospital leaders are taking to improve financial sustainability

  • Be transparent about financials with staff, providers, the board, and family and patient advisory committees. Validate and share data and dashboards for better decision-making.
  • Look at the big picture. How is your organization doing with regard to budget and key performance indicators like days in accounts receivable, cash on hand and days in cash.
  • Promote organizational success as a team effort, squelch department rivalries, and build psychological safety and trust to allow employees to come forward with problems and solutions.
  • Find the disconnects among coders, the business office and departments for missed charges, coding errors, claims not filed and first-pass denials.
  • Invest in decision-support systems and staff to validate data credibility and evaluate serviceline performance, finetune processes and assess new projects.
  • Consolidate and assign staff to specialize in prior authorizations to alleviate clinician burden and minimize delays in care.
  • Use outside service providers to fill staffing and expertise gaps as well as outside companies to evaluate revenue processes and uncover problem areas.
  • Evaluate electronic health record rules, interfaces and workflows for current best practices.

Participants

Brett Altman

Brett Altman, DPT, MBA, FACHE

CEO

Cass Health

Melanie Boyd

Melanie Boyd, R.N., MHA, FACHE

Chief Operating Officer

Clarke County Hospital

Ben Davis

Ben Davis, MBA, RHCEOC, FACHE

President and CEO

Glencoe Regional Health

Brian Evans

Brian Evans, MBA, FACHE

CEO

Clarke County Hospital

Kurt Forsyth

Kurt Forsyth, MHA, FACHE

President

Intermountain Delta and Filmore Community Hospitals

Korrey Klein

Korrey Klein, M.D.

President and CEO

Family Health West

Melinda Laird

Melinda Laird, R.N., MSN

CEO and Chief Nursing Officer

Cordell Memorial Hospital

Jason Pilant

Jason Pilant, DHA, MBA, FACHE

President and Chief Administrative Officer

Covenant Health/Roane Medical Center

Jennifer Riley

Jennifer Riley, MHA

CEO

Memorial Regional Health

Greg Ruberg

Greg Ruberg, MBA, MA, PT, FACHE

President and CEO/Vice President

Lake View Hosptial/St. Luke‘s Hospital

Erik Thorsen

Erik Thorsen, MBA, CPA, FACHE

CEO

Columbia Memorial Hospital

Lori Zindl

Lori Zindl

Vice President, Business Development

Inovalon

Suzanna Hoppszallern

Moderator:
Suzanna Hoppszallern

Senior Editor

American Hospital Association

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