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Keeping our Doors Open

Business Practices for the Future. Keeping our Doors Open. People. Priorities. Progress. Baltimore Community Resource Center, Inc. HARBEL Prevention and Recovery Center Maryland Community Health Initiatives, Inc. Mountain Manor Treatment Center. New Hope Treatment Center

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Keeping our Doors Open

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  1. Business Practices for the Future Keeping our Doors Open People. Priorities. Progress. Baltimore Community Resource Center, Inc. HARBEL Prevention and Recovery Center Maryland Community Health Initiatives, Inc. Mountain Manor Treatment Center New Hope Treatment Center Reflective Treatment Center Treatment Resources for Youth (TRY) Tuerk House

  2. Improve collection rate and cash flow by creating a quicker and more streamlined service-to-billing process • Obtain private contracts to increase fee for service revenue Business Practices for the Future AIM (PLAN) People. Priorities. Progress.

  3. HARBEL • Goal-Reduce the number of errors that need to be corrected before a claim can be generated • Change-data was used to track errors, determine where in the process the error occurred and which staff member made the error • Result-Use of data resulted in reducing the number of claims requiring correction before submission by 85% • Next Steps-Train, Train, Train and monitor performance of staff after training • TRY • Goal-To obtain at least two private contracts in order to increase fee-for-service revenue • Change-Completed credentialing packets of 2 private insurers • Result-Credentialing process is lengthy, no technical assistance offered, discovery of licensing issues that precluded the agency from being credentialed • Next Steps-Adopt, Adapt or Adandon? Providers People. Priorities. Progress.

  4. NEW HOPE • Goal-Increase revenue collection from Managed Care Organizations • Change-Tracking sheet developed, shared with clinicians and finance, patients assisted with obtaining insurance • Result-increased monthly collections by 60% • Next Steps-create a change team to track authorizations, treatment plan reviews and patient fee balances • PENN NORTH • Goal-Improve Collection rates and cash flow • Change-Implement new insurance screening process to increase number of patients enrolled in PAC/HealthChoice • Result-Number of patients enrolled in insurance increased by one half from 50% to approximately 75% • Next Step-Adopt and start new change project using EOB’s of payment denials to pinpoint problems in billing process Providers People. Priorities. Progress.

  5. Changing agency culture is challenging • Improving billing accuracy can be done when staff work as a team and when information is shared with all staff, no matter their job title or function • Without tracking and diligence, collection rates will remain low • Credentialing is a lengthy process • With team work, anything is possible • Even when you think you know what the problem is, having data is powerful! IMPACT (LESSONS LEARNED) People. Priorities. Progress.

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