HAM June 2014 issue

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June 2014: Vol. 33, No. 6
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Stop surge of denied claims due to
payers’ new clinical requirements
Obtaining auths ‘can feel like a trial’
P
ayers are asking for much more detailed clinical information and ques-
tioning the reasoning behind decisions made by providers, before giving
authorization for costly diagnostic tests, report patient access leaders.
“Payers are performing a comprehensive clinical review for many service
lines, including advanced imaging and cardiology,” says Michael Prazniak, assis-
tant director of pre-access, patient access, and patient financial services opera-
tions at Florida Hospital in Orlando.
Commercial payers are requiring “more and more” clinical information to
support the doctor’s decision to order a specific test, says David Hoogenboom,
CHAA, team lead/patient access liaison III in the Outpatient Access Department
at Danbury (CT) Hospital. Here are recent trends in payer requirements:
• More payers are requesting peer-to-peer reviews for advanced imaging
areas, particularly oncological positron emission tomography (PET) scans.
“In addition to a more in-depth clinical review, the sheer volume of services
and number of payers that now require authorization for those services has
increased,” Prazniak says.
Medicaid requirements for prior review for imaging have significantly
increased the authorization team’s workload. “Trends seem to be fairly con-
sistent based on which peer review organization the payer employs to perform
clinical assessment, when applicable, as opposed to the individual payer itself,”
Prazniak adds.
• Payers are no longer satisfied with recent clinical progress notes.
“We are now seeing more requests for lab and lower-level imaging results,
past treatment plans including several months of therapy or pharmaceutical
interventions, EEG and EKG readings,” says Prazniak.
• Payers are reviewing more closely what objectives will be satisfied by the
test for which the authorization is being requested.
Payers often suggest alternative services after their clinical review and com-
municate with physicians about possibly altering the test being ordered, says
n Surprising clinical
information payers now
require��cover
n Give registrars immediate
access to patient’s chart��63
n Educate provider offices:
Host “lunch and learns” ��64
n Target goals increase
collections by 30% ��64
n Figure out if patient is likely
to pay — at registration��67
n A simple way managers
dramatically improve
morale ��68
n Common mistakes that can
get hospital registration areas
short-staffed��69

62 HOSPITAL ACCESS MANAGEMENT™
/ June 2014
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EXECUTIVE SUMMARY
Patient access areas need revamped processes due
to new payer requirements for detailed clinical infor-
mation, to avoid a sudden increase in claims denials.
• More peer-to-peer reviews are required.
• Payers want documentation that less costly alterna-
tives were tried.
• Providers’objectives for tests are being reviewed
more closely.
Prazniak. For example, if a provider orders a CT scan
with and without contrast, a payer might suggest it be
done with contrast only.
• Payers are suggesting patients go to preferred facili-
ties for testing.
“Payers are now steering patients to their preferred
freestanding facilities, after we have been able to receive
a clinical approval for a test based on medical neces-
sity,” says Prazniak. This step has increased the number
of cancellations the department is experiencing, he adds.
• Lab-based sleep studies are receiving much more
scrutiny.
“More and more payers are authorizing home-based
studies as the first diagnostic course,” says Prazniak.
• Payers are asking for documentation that less
expensive alternatives were tried first.
Before approving a higher-priced test, such as a
nuclear stress test, payers are requiring that the patient
must first have a lower-priced test, such as a regular
treadmill stress test. David Hoogenboom, CHAA, team
lead/patient access liaison III in the Outpatient Access
Department at Danbury (CT) Hospital, says, “This is
the most common trend I am seeing.”
Nurse reviewers not only want to know if other test-
ing has been done that is more inexpensive or less com-
plex than what is being requested, says Aaron Robison,
CHAA, a patient financial advocate at University of
Utah Health Care in Salt Lake City. They also want to
know specifics as to why the provider has chosen a par-
ticular test versus less expensive alternatives.
“In some instances, it can feel like a trial of sorts,
depending on the insurance carrier,” says Robison.
“They are trying to find ‘just cause’ and ‘proof’ that the
requested procedure will result in a positive outcome
that will aid the patient’s care.”
Capture relevant information
Patient access areas at Florida Hospital in Orlando
have made these changes due to payer requests for clini-
cal information:
• Patient access staff provide questionnaires to physi-
cian’s offices.
The questionnaires ask for this information:
— previous or more conservative treatment that has
been tried;
— the diagnosis or condition that is being ruled out
by the requested service;
— how the outcomes of the requested service will
alter future treatment plans.
• Patient access areas provide scheduling areas with a
“payer matrix.”
This matrix lists all contracted payers and the amount
of time that each takes to make a clinical determination
on authorization, from the point of receipt of clinical
documentation.

June 2014 / HOSPITAL ACCESS MANAGEMENT™
63
“This allows them to schedule patients far enough in
advance to allow the payer to review and complete the
determination process,” Prazniak says. This step reduces
the number of rescheduled appointments due to a pend-
ing authorization status, or denials after the service is
performed.
• Patient access staff perform medical necessity
screening at the point of registration.
“This determines if any waiver or ABN [advanced
beneficiary notice] should be obtained for potential non-
covered services,” says Prazniak.
• Patient access leaders participate in quarterly Joint
Operating Committees with payers, medical manage-
ment, patient financial services, and the managed care
department.
“We discuss departmental and physician concerns,
changing requirements, and clinical and financial perfor-
mance from both sides,” says Prazniak.
Problems with individual claims are sometimes
brought up, for more timely resolution by payers.
“We have been able to solicit examples of cases where
physicians state they are following clinical guidelines,
and yet still receive upfront denials,” says Prazniak. (See
related stories on obtaining access to clinical informa-
tion, below, and educating providers on payer require-
ments, p. 64.)
SOURCES
• David Hoogenboom, CHAA, Team Lead/Patient Access
Liaison III,
Outpatient Access Department, Danbury (CT) Hospital.
Phone: (203) 739-8200. Email: david.hoogenboom@wcthn.
org.
• Michael Prazniak, Assistant Director, PreAccess/Patient
Access/Patient Financial Services Operations, Florida Hospital,
Orlando. Phone: (407) 200-2305. Fax: (407) 200-4984. Email:
michael.prazniak@flhosp.org.
• Aaron Robison, CHAA, Patient Financial Advocate, Univer-
sity of Utah Health Care, Salt Lake City. Phone: (801) 587-4483.
Fax: (801) 585-1296. Email: Aaron.Robison@hsc.utah.edu. n
Do you lack access
to clinical information?
If so, claims denials will result
Patient access areas, especially those responsible for
obtaining prior authorizations and contesting deni-
als, must have proper access to clinical information, urges
David Hoogenboom, CHAA, team lead/patient access
liaison III in the Outpatient Access Department at Dan-
bury (CT) Hospital.
When Hoogenboom calls to obtain retroactive authori-
zations for patients’ tests, insurance company representa-
tives often want to know the results of other recent tests,
such as EKGs or blood work.
“It also really helps to be able to view the physician’s
note from the day that they saw the patient in the office
and ordered the test,” says Hoogenboom. “This way you
can convey to the payer exactly why the physician wanted
that specific test done.”
It is very important that clinical staff specify why they
are requesting a certain exam, so the patient access staff
working on obtaining authorization have the most com-
prehensive information possible, adds Hoogenboom.
Before Aaron Robison, CHAA, a patient financial
advocate at University of Utah Health Care in Salt Lake
City, calls to obtain authorization for a service, he makes
sure that he has access to the patient’s full chart. “I know
for certain that I will be questioned on items ranging from
clinical notes to lab results, and imaging reports to pathol-
ogy findings,” he explains. First, Robison goes through the
patient’s chart to find all of the most recent and relevant
clinical notes and results.
“This helps me greatly, as I can more easily answer
clinical questions verbally rather than having to send in
information via fax or email,” says Robison.
Providing the payer with all relevant clinical data, ver-
sus just sending in the past scan or imaging results, reduces
the chance that the payer’s nurse reviewer or medical
director will deny the request.
“Insurance companies want a full picture of the
patient’s care,” says Robison. “Instead of waiting to
receive a request for additional information, I try to send
in all that I have with the initial request.”
Clearcommunicationneeded
Even the way in which patient access staff word autho-
rization requests can prevent a denial.
“At times when I thought I would get a denial for a ser-
vice, it was approved — only because I was able to tie that
service to another treatment that the patient had either
undergone or was currently having done,” says Robison.
To prove medical necessity, patient access employees
must be able to communicate clearly the need for a certain
procedure. “If you call for an authorization and can’t
explain why the service should be rendered, chances are
the reviewer won’t give you the chance to send in docu-
mentation before giving a denial,” says Robison.
Robison says patient access employees need to access
a patient’s chart electronically to view all relevant clinical
information.
“This makes all the difference when initiating a request
for services,” he says. “It’s when the needed notes or find-
ings aren’t available, or haven’t been done yet, that life
gets difficult.” n

/ June 2014
Lunch and learns
educate providers
Patient access can clear up misconceptions
Staff members at provider offices often think,
wrongly, that the hospital is responsible for obtaining
or denying authorizations.
“They also believe that our department is somehow
less mission-driven toward patient care,” says Michael
Prazniak, assistant director of pre-access, patient access,
and patient financial services operations at Florida Hos-
pital in Orlando.
Prazniak and other patient access leaders use “lunch
and learn” meetings to educate physicians and their
office staff on benefits, how a patient’s out-of-pocket
expenses are estimated, and the authorization process.
The meetings usually begin with a discussion on the
increase in peer-to-peer reviews being mandated by pay-
ers and how payers are questioning the clinical justifica-
tion of physician orders.
“Office staff typically ask what clinical information
needs to be provided to the payer to best support medi-
cal necessity, such as accurate CPT or procedure codes,”
says Prazniak.
Patient access are able to explain their role in the care
of the patient. “By diligently following up on authoriza-
tion to avoid denials, we free the patient to concentrate
on the clinical aspects of their stay and not the financial
ones,” says Prazniak.
Variety of formats
The “lunch and learns” are done in a variety of ways.
In some cases, a catered lunch is provided at an informal
gathering. At times, patient access leaders go to an indi-
vidual provider’s office, but the meeting is usually held
at a hospital-owned medical plaza that houses many
physician offices, with various physicians and office staff
members coming and going during a two-hour time
frame.
Patient access leaders address questions or concerns
about the benefits, authorization, and estimation pro-
cess. “We meet with one group of people at a time, as
determined by who is present at any given moment,”
says Prazniak. “Since groups come and go in the open
house forum, we may answer the same questions a num-
ber of times.”
Another format is a roundtable discussion, with
lunch provided by patient access. “These tend to be
under an hour and are more focused,” says Prazniak.
“At times, physicians are present; other times we host a
discussion with the office staff.”
Patient access recently met with a dozen office coor-
dinators and physician assistants from a large oncology
group. “There was quite a bit of lively discussion around
denials, as well as sharing of information — not only
between us and them, but also between each other — on
how best to obtain authorizations,” says Prazniak.
Teamwork is needed
In some cases, a patient’s chart doesn’t have enough
information to prove medical necessity, warns Aaron
Robison, CHAA, a patient financial advocate at Univer-
sity of Utah Health Care in Salt Lake City.
“Insurance companies are basically blurring the lines
between patient access and clinical care,” he says. “We
need to work as one team to get services and tests cov-
ered for our patients.”
Robison works closely with clinical coordinators and
nurses, because ordering physicians are rarely available
to answer questions.
“This helps immensely,” he says. “They can find
missing clinical items, or give me more information as to
why a particular scan is being ordered instead of a dif-
ferent one.” n
Collections up 30%
with target goals
Staff members are able to view their progress
By simply posting collection scores on a scoreboard in
patient access areas, upfront collection rose signifi-
cantly at Maury Regional Medical Center in Columbia,
TN.
“We implemented these boards about eight months
ago, and our upfront collections are up over 30% com-
pared to the previous year,” reports Rodney Adams,
director of preservice and patient access.
Each department has its own collection goals, and
so do individual registrars. Goals are based on previ-
ous collection data, with a percentage increase over the
previous year — typically a 10% improvement. If the
emergency department collected $25,000 in April 2013,
for example, the goal would be $27,500 for April 2014.
(See related story, p. 65, on how to set collection goals.)
“We share the daily collections numbers by department
on a visual management board,” says Adams. “This
scoreboard contains daily metrics and goals by depart-
ment, as well as whether yesterday’s goal was met.”
Staff members are required to look at the board daily,
as are the area supervisors. Managers and directors

65
EXECUTIVE SUMMARY
Posting collection scores on a board in patient access
areas increased upfront collections at Maury Region-
al Medical Center in Columbia, TN, by 30%.
• Staff are required to view the board daily.
• Supervisors analyze why goals weren’t met.
• Some departments target the number of collections
rather than dollar amounts.
review the information weekly or bi-weekly, and senior
leadership review progress every month. The board
includes this information:
• Historical data: in most cases, a graph of the past
13 months.
• A supervisor’s analysis of why a particular goal was
not met.
“Problems discovered include systems issues, such
as edits not working appropriately in our registration
QA system, or even issues within our physician office
systems causing them to send us incorrect orders,” says
Adams.
• The previous day’s score.
Not meeting the collection goal results in coaching
or additional training, and ultimately, it can be a cause
for termination. “Exceeding the goal results in a better
performance appraisal, which means a bigger raise,”
says Adams. “Also, it gives them bragging rights in their
area.”

Collections are more difficult
The biggest challenge for upfront collections has been
the steady increase in patients’ out-of-pocket responsibil-
ity, says Shelita Russ, CHAM, director of patient access
services for Ochsner Medical Center — Kenner (LA) and
Ochsner Baptist Medical Center in New Orleans.
“With patients now responsible for larger upfront
liability amounts, the conversations at the registration
desk are becoming more difficult,” she says.
Russ posts collection goals to make the staff aware of
how they compare to their peers. She also pairs strong
collectors with struggling ones.
“It strengthens morale throughout the entire team to
know that not just one person is carrying the collection
load, and that all members are doing their part,” says
Russ.
SOURCES
• Rodney Adams, MMHC, Director of PreService and Patient
Access, Maury Regional Medical Center, Columbia, TN. Phone:
(931) 490-7103. Fax: (931) 490-3910. Email: radams@
mauryregional.com.
• Diane Ward, Assistant Director, Enterprise Patient Access
Services, UK Healthcare, Lexington. Phone: (859) 323-2590.
Fax: (859) 218-7526. Email: diane.ward@uky.edu.
• Shelita Russ, CHAM, Director, Patient Access Services, Och-
sner Medical Center — Kenner (LA). Phone: (504) 894-2912.
Email: sruss@ochsner.org. n
How to set
collection goals
Diane Ward, assistant director of Enterprise Patient
Access Services at UK Healthcare in Lexington,
recently set target goals for her departments.
“Our dollar goals were set based on our total patient
A/R [accounts receivable],” she reports. The depart-
ment used the Healthcare Financial Management
Association’s (HFMA’s) benchmark standard, which is
that 30% of patient cash collected should be collected
upfront.
“We found that taking the focus off of the dollar
and putting it on the ‘attempt’ had better results,” says
Ward.
To keep the percentages at or above the target, staff
would discuss options with patients that couldn’t make
payment in full, she explains. If a patient owed $500 and
said he or she couldn’t pay that amount, for example,
the registrar would immediately ask if the patient could
pay half. “We found it to be more effective to target the
number of collections, rather than dollars,” says Ward.
“This leads to staff getting in the habit of asking first for
the full amount.” If the patient is unable to make the full
payment, staff members then ask for partial payment.
“We currently target a 60% collection rate of poten-
tial for our scheduled appointments,” says Ward. The
potential is the amount identified prior to service as the
patient’s out-of-pocket responsibility.
Weekly notifications are emailed listing the top three
collectors and overall collections for each of the health
system’s registration “teams.” At Chandler Hospital,
one report goes to surgery and the main registration
areas for each of the hospital’s two pavilions, and a
separate report goes to the emergency department (ED)
registration area; at Good Samaritan Hospital, a single
report goes to both ED registration and the main regis-
tration area. “The transparency with staff allows them
to see how they compare to their peers,” she says. “It
lends to some competiveness within the teams,” says
Ward.
Registrars are consistently meeting or exceeding the
60% rate in admitting areas. “We are collecting closer to
70% or 75%. We have discussed that it may be time to
raise the bar,” says Ward.
Shelita Russ, CHAM, director of patient access ser-

/ June 2014
vices for Ochsner Medical Center — Kenner (LA) and
Ochsner Baptist Medical Center in New Orleans, set
2013 collection goals by increasing the 2012 goals by
15%. Here are the results:
• In 2012, the Kenner facility collected $889,193, so
the 2013 goal was adjusted to $1.02 million. The final
2013 collection amount was $1.07 million.
• In 2012, Baptist facility collected $1.4 million, so
the 2013 goal was adjusted to $1.6 million. The final
2013 collection amount was $1.6 million.
“There is a friendly competition,” says Russ. “For
meeting goals and sustaining them for a three-month
period, we give staff pizza or ice cream.” n
You should standardize
your access processes
It’s critical to cross-training success
After standardizing registration processes, Lexing-
ton, KY-based UK Healthcare saw a decrease in
eligibility denials by 14% in every quarter in the last
fiscal year.
By cross-training members of the patient access
staff, the department was able to “take advantage of
economies of scale,” explains Kevin McAuley, senior
manager of patient access. “We have been able to
spread higher volumes of work among more indi-
viduals within our pre-registration team.”
According to David Kelly, director of revenue
cycle at Mary Rutan Hospital in Bellefontaine, OH,
standardization of patient access processes is “critical
to success across the revenue cycle.”
“A standard process minimizes error rates, thus
minimizing opportunities for claim denials,” Kelly
says. “It can even potentially reduce risk and dispari-
ties of care.”
Lack of standardization can increase overtime
costs due to an inability to “float” registrars to other
areas as needed. “Standardization can also lead to
vendor consolidation, which is a cost-savings oppor-
tunity,” adds Kelly.
Patients more satisfied

Patients don’t expect their registration experiences to
differ depending on which site or service they’re using,
says Kelly. For example, some locations might request
copays while other locations do not.
“This can be a huge point of frustration for patients,”
Kelly says. “We don’t expect a trip to Amazon.com to
vary based upon the computer we’re using. We expect it
to be the same, every time.”
The expectation for consistency is true for registra-
tion, he says. For example, a standardized approach to
financial counseling ensures that all patients in all service
areas are given the opportunity to discuss their liability,
payment options, and options for assistance if needed.
“Standardization in patient access drives that same
‘familiarity’ feeling that has driven lots of success
throughout other industries,” Kelly says.

Success with cross-training

Kelly says that in his opinion, “you essentially can-
not effectively cross train without standardization.”
Although a walk-in lab registration is different from
an emergency department registration or a scheduled
admit, Kelly’s approach is to “embrace what can be
standardized, and train diligently around the rest.”
Mary Rutan Hospital’s patient access leaders are dis-
cussing how to best cross-train staff. While they haven’t
yet done an analysis, Kelly says significant cost savings
are expected. “Any area doing scheduling, pre-service,
or registration can be standardized and cross-trained,”
Kelly says. “The difficulty becomes the ‘nuances’ of each
department and building a training program around
those.”
Patient access leaders at Bend, OR-based St. Charles
Health System developed a standardized registration
process for four hospital facilities and the pre-arrival ser-
vices unit. “Our processes are standardized as much as
possible,” says Bernie Andreotti, CHAM, system man-
ager for patient access services and pre-arrival services.
Training manuals and other registration resources are
available on the hospital’s shared website. “This allows
us to hold everyone accountable to the same standards.
It provides for consistency at all sites,” says Andreotti.
Patient access employees are available to work at any
of the sites, and they need to do only a site orientation
when they go to a new facility.
While Andreotti has not calculated the actual cost
EXECUTIVE SUMMARY
Standardized registration processes decrease claims
denials and increase success with cross-training, ac-
cording to patient access leaders. Eligibility denials
decreased by 14% each quarter in the last fiscal year
at UK Healthcare.
• Costs are saved due to less overtime pay and fewer
errors.
• Short-staffed areas can pull registrars from other
areas.
• Patients expect consistent registration processes.

67
savings of standardized processes, she says there are
decreased overtime costs. “But at times for us, it is not
overtime. It is being able to keep a service open and
not back patients out the door with the wait times,”
she says. “The amount of times that we have been able
to share staff has been invaluable.” (See related story,
below, on benefits of standardizing patient access pro-
cesses.)
SOURCES
• Bernie Andreotti, CHAM, System Manager, Patient Access
Services/Pre-Arrival Services, St. Charles Health System, Bend,
OR. Phone: (541) 706-7753. Fax: (541) 706-4734. Email:
baandreotti@stcharleshealthcare.org.
• Myndall V. Coffman, MBA, System Director, Patient Access
and Scheduling, Baptist Health, Louisville, KY. Phone: (859)
260-2162. Fax: (859) 260-6935. Email: myndall.coffman@BHSI.
com.
• David Kelly, Director, Revenue Cycle, Mary Rutan Hospital,
Bellefontaine, OH. Phone: (937) 651-6338. Email: David.Kelly@
maryrutan.org.
• Kevin McAuley, Senior Manager, Patient Access, UK Health-
Care, Lexington. Phone: (859) 323-8348. Fax: (859) 323-2021.
Email: kevin.mcauley@uky.edu. n
Access area benefits
from standardization
Staffing is more accurate

At Louisville, KY-based Baptist Health’s seven hospi-
tals, the focus on standardizing patient access and
scheduling functions started two years ago, at the same
time a new registration system was being implemented.
“Used properly, standardization has potential to be
the most powerful tool within a healthcare system, but
is often the least-used tool,” says Myndall V. Coffman,
MBA, system director of patient access and scheduling
for Baptist Health.
After processes were standardized, says Coffman, “as
expected, increased productivity, improved quality, and
cost reduction has occurred.” Here are some benefits the
department is seeing:
• Patient access staff from other facilities are able to
help with special projects or support short-staffed areas.
“When it was time to go live, one facility had some
unexpected turnover,” says Coffman. “A couple of staff
members from another hospital were able to step in and
help.”
• Patient access areas no longer need to develop their
own processes, policies, and procedures.
“This contributes to significant savings,” says Coff-
man. “Managers are able to spend their time on perfect-
ing those processes instead of developing them.”
• Ensuring operations are consistent has improved the
“clean claim” rate, and reduced denials.
“Selecting the proper insurance had become a frus-
tration for staff members simply because the way the
master was built appeared to be different,” Coffman
explains.

More accurate staffing
Standardized registration processes allows Kevin
McAuley, senior manager of patient access at UK
HealthCare in Lexington, to staff more accurately based
on patient volume.
“When registration processes are not standardized,
patient interaction and/or task times can vary greatly
between team members,” says McAuley. “This will
prevent you from having a clear picture as to what your
true staffing needs are.”
When established properly, standardization pro-
vides the framework for what is to be achieved in each
patient interaction, says McAuley. “This leads to better
customer service, patient confidence, and more efficient
clinic flow or throughput,” he says. n
How likely
is patient to pay?
Offer patients help upfront
Few registration areas use propensity to pay software
to determine a patient’s ability to pay, says Brendan
Fitzgerald, research director of HIMSS Analytics, a Chi-
cago-based organization focused on improving health
through information technology.
Currently, says Fitzgerald, “it’s usually done on the
back end, not so much on the patient access side,” he
says. If hospitals get this information at the point of reg-
istration, however, patient access staff have an opportu-
nity to offer patients some assistance.
“Having that information upfront can certainly offer
hospitals a way to help patients if they are at risk in
terms of payment, versus hoping to collect money on
the back end,” he says.
While most patient access areas have automated
insurance verification, eligibility, and scheduling pro-
cesses, propensity to pay and charity screening “haven’t
really come into the fold yet,” says Fitzgerald.
One reason might be that hospitals are directing
significant resources to prepare for the switch to ICD-
10, which has put other changes on hold. “Despite the
recent pushback of the ICD-10 deadline to 2015, orga-

/ June 2014
EXECUTIVE SUMMARY
Propensity to pay software can help determine a
patient’s ability to pay, but few patient access areas
use this technology.
• Staff can offer patients assistance at the time of
registration.
• The tool often determines that patients are likely to
be eligible for Medicaid,
• If patients don’t qualify for Medicaid, an effort is
made to quality them for charity.
nizations will keep their focus on the coding transition,”
says Fitzgerald. “Once that transition has happened,
we could see hospitals implement some of these lagging
solutions.”
“Brief snapshot” at registration
Patient access staff at St. Anthony’s Medical Center
in St. Louis, MO, ask patients about family size and
income, so they can determine whether the patient is
likely to be eligible for Medicaid or another type of
assistance.
“It is a brief snapshot,” says Kim Setlich, patient
accounts manager. “This information gives us a quick
view earlier in the process. We use it as a tool to capture
as much upfront need as possible.”
Patient access employees often discover that patients
are likely to be eligible for Medicaid. “It allows us to
find what assistance the patient needs, so the patient
will not decide against treatment based on cost,” says
Setlich.
The hospital’s Medicaid eligibility department then
helps patients with the application process. “We look at
all scenarios,” says Setlich. “We want to make sure the
patient has resources available to pay their bill.”
If patients don’t qualify for Medicaid, an effort is
made to quality them for charity. “We try to work with
them best as we can, to make sure they get the care that
they need,” Setlich says. n
service excellence for corporate revenue cycle for Wake
Forest Baptist Health in Winston-Salem, NC.
“When visited one on one, staff feel free to offer
great suggestions,” Weatherman says. “They feel good
that the ‘higher up’ folks care.”
Weatherman has heard dozens of different concerns
while rounding. He has been able to resolve nearly
100% of the issues raised, which have ranged from
tools that are needed, issues with management, training
needs, and process improvement.
Each morning, Gloria Vargas-Gonzalez, registra-
tion supervisor at Elmhurst (IL) Memorial Healthcare,
rounds with her staff in the emergency department
(ED), outpatient, surgery, endoscopy, and admitting
areas. She spends from 40 to 60 minutes rounding
every day.
“I start with some simple conversation to meet and
greet the staff each day,” says Vargas-Gonzalez. “I
think it makes them feel important and that they work
in a caring environment.”
Vargas-Gonzalez first asks how the employee’s day
is going, and if he or she needs any kind of help. “I also
assess the volume and staffing, to make sure we are
providing excellent customer service,” she says. (See
related story, p. 69, on how staffing concerns can be
resolved with rounding.)
If Vargas-Gonzalez doesn’t round in a certain area
on a particular day, the employees let her know she was
missed. “We get to say hello and have a simple conver-
sation. It’s one of the things that the employees look
forward to,” she says. Here are some concerns Vargas-
Gonzalez has resolved during rounding:
• Outpatient registration staff reported delays in
appointment scheduling due to misdirected patients,
and patients presenting without a written order.
“The amount of time spent resolving these issues
varies and can be time-consuming, causing a delayed
reaction for other appointments,” says Vargas-Gonza-
lez. “If needed, I will help register patients that may be
waiting.”
At times, technicians are unable to perform a test
because there is no physician order. In these cases,
EXECUTIVE SUMMARY
By spending about an hour rounding in registration
areas, patient access leaders can resolve many staff
concerns and boost morale. By rounding, managers
can do the following:
• Step in to register patients themselves.
• Adjust staffing based on volume surges.
• Intervene if payer systems are down.
Spend an hour
in registration areas
Managers report improved morale
Administrative rounding in patient access areas “has
proven hugely successful with our staff,” reports
Keith Weatherman, CAM, MHA, associate director of

69
Vargas-Gonzalez apologizes to the patient and gives
assurance that staff are working to correct the problem.
Next, she calls the provider’s office to let them know
the patient’s test will need to be rescheduled if the order
isn’t obtained.
“People have choices, and if we are a repeat offender
they will look elsewhere. We don’t want that,” she says.
• In the ED registration areas, Vargas-Gonzalez con-
tinually looks at the tracking board to assess volume.
She assists with registrations if needed, or adjusts
staffing to meet the department needs.
• Vargas-Gonzalez answers any questions registrars
have about insurance.
“If they code something incorrectly, they are able
to quickly change it on the spot after talking to me,
rather than the claim going through billing and getting
rejected,” she says.
• Vargas-Gonzalez recently helped staff when a pay-
er’s system was down, which made online verification
of benefits impossible.
“If it doesn’t come back quickly that the patient
has eligibility, then I just ask them to document the
account,” she says. Then when the system goes back up,
we are able to capture the eligibility afterward.”
Vargas-Gonzalez called the payer right away to
report the problem. “They were then able to alert us
when the system is recovered, so we knew we are able
to view the eligibility again,” she says. “That has a big
impact on our financials.”
• Vargas-Gonzalez got approval for desktop scanners
that were repeatedly requested by staff.
“Right now, we are doing everything on paper, and
at times, it doesn’t come out correctly,” she says. With
the new scanners, the order and insurance card are
scanned into the system.
• At times, staff members ask Vargas-Gonzalez if
they can meet with her privately. These discussions
often involve issues with coworkers, such as tardiness,
but she is often able to head off problems by informing
colleagues in advance if one of their colleagues is run-
ning late.
“I let them know something is going on. Someone
may have a doctor’s appointment and isn’t going to be
back in time,” she says. “It’s important to keep every-
one informed.”
SOURCES
• Gloria Vargas-Gonzalez, Registration Supervisor, Elmhurst
(IL) Memorial Healthcare. Phone: (331) 221-3248. Fax: (331)
221-3773 Email: gvargas@emhc.org.
• Keith Weatherman, CAM, MHA, Associate Director, Service
Excellence, Corporate Revenue Cycle, Wake Forest Baptist
Health, Winston-Salem, NC. Phone: (336) 713-4748. Fax: (336)
716-3153. Email: kweather@wakehealth.edu. n
Managers must act on
sudden surges in volume
Extra person ‘makes a big difference’
While rounding in an outpatient registration area at
Elmhurst (IL) Memorial Healthcare, registration
supervisor Gloria Vargas-Gonzalez saw that only one
registrar was working, despite many patients waiting to be
registered.
The problem was that patients from an off-site location
were being redirected to the hospital for diagnostic testing
because of equipment problems. Vargas-Gonzalez quickly
pulled a registrar from another area to help, which pre-
vented dissatisfied patients and overworked employees.
“That one extra person makes a big difference,” she
says. “It makes staff feel important. We’ve done something
about it, rather than have them struggle.”
No problems with lunch breaks
When radiology staff reported increased patient vol-
ume, Vargas-Gonzalez came up with a solution by giving a
part-time employee extra hours.
If an area is short-staffed, an extra person means that
everyone can still take their scheduled lunch break. “I’m a
big believer in cross-training, so we move people around
constantly,” says Vargas-Gonzalez. “It’s a huge disatisfier
if someone can’t take lunch at their scheduled time.”
Vargas-Gonzalez first started cross-training her staff
when she took a close look at the census in the emergency
department (ED). “We had three people starting at 6 a.m.
in the ED, and it doesn’t warrant that,” she says. Some
ED registrars now work in outpatient registration areas
until 9 a.m. “That way, staff can increase their knowledge,
and we can use them in case someone calls out in another
department,” Vargas-Gonzalez says.
Staff members appreciate being able to work in other
areas instead of having their hours cut.
“I can pull someone from the ER and say, ‘We had a
call off for 6:30 in outpatient. I need you to work there
until we can find coverage,’” she says. “That way, it
doesn’t create overtime.” n
Justify need
for additional FTEs
Patient access areas can quickly become short-staffed
if leaders don’t pay attention to changing patterns
of patient flow, warns Mitch Mitchell, president of T.T.

/ June 2014
Mitchell Consulting, a Liverpool, NY-based consulting
firm specializing in revenue cycle and technology.
Another common problem is that patient access fails
to work with ancillary departments that provide outpa-
tient services, he says. For example, many hospitals have
a high influx of patients coming in the early morning to
have lab work done before heading to work.
“The same thing can happen the first hour after 3
or 4 p.m., when people like to stop in before heading
home,” says Mitchell. Similarly, some urban hospitals
typically have a high rate of patients coming into the
emergency departments (EDs) on Friday and Saturday
nights. “But they rarely staff them well enough,” says
Mitchell.
This situation sometimes occurs because patient
access leaders don’t take the time to observe registration
areas during all shifts. “So they create schedules based
on what they think is happening and not what is actu-
ally happening,” says Mitchell.
Because every hospital tracks admissions and admis-
sion times, Mitchell says patient access leaders can put
those numbers to use. “Figure out when admissions are
higher on a regular basis,” he advises.
Working for other departments
Some departments habitually use patient access staff
to do work, and management is unaware that they’re
doing this work. This situation results in longer wait
times in registration areas.
“I remember making spot checks here and there, and
not seeing registration personnel anywhere, because of
an errand some doctor or nurse sent them on,” says
Mitchell.
At large hospitals, registrars are sometimes asked to
handle some of a department’s administrative work,
particularly if a position was eliminated in that depart-
ment. “It’s possible that they might also be asked to run
errands for medical records or even take lab work to
the lab. I’ve seen it happen,” says Mitchell.
In one case, Mitchell had to put a stop to registra-
tion staff being asked to do work for the ED. “They
were putting down linens and sometimes running to the
cafeteria to get meals for extended stays in the ED,” he
says.
By putting a stop to these practices, patient access
leaders can reduce registration wait times.
“There’s always plenty of work within the depart-
ment for them to do when things slow down; at least
I’ve always found that to be true,” says Mitchell.
Quantify FTEs needed
The National Association of Healthcare Access
Management (NAHAM) is working on quantifying
the value of patient access professionals at their respec-
tive facilities, reports Mike Copps, executive director
of NAHAM. “Our recently released Registration/FTE
Calculator is a step in this direction,” he says.
The Registration/FTE Calculator is an online tool
to help patient access managers to prepare budgets,
determine appropriate staffing, respond to workforce
cutback recommendations, and advise senior manage-
ment on future staffing needs. (For more information
on NAHAM’s Registration/FTE Calculator, which is
available only to NAHAM members, go to http://www.
naham.org/?FTE_Calc.)
The tool helps determine and document staffing
requirements for both pre-registration and registration
areas. “It groups numerous patient access tasks and
processes into 20 distinct components and helps deter-
mine the time required to perform each component,”
says Copps.
Based on the data that is input, the tool calculates the
total time expected to complete a registration, as well
as the FTEs and cost required to perform them. “Staff
are also able to compare registration times and FTE
requirements to peers,” adds Copps.
SOURCES
• T.T.“Mitch”Mitchell, T. T. Mitchell Consulting, Liverpool, NY.
Phone: (315) 622-5922. Email: mitch@ttmitchellconsulting.com. n
EXECUTIVE SUMMARY
Patient access areas risk being short-staffed if leaders
don’t monitor patient volumes closely. Patient access
managers can do the following:
• Take the time to assess registration areas during all
shifts.
• Determine when volume of admissions is consis-
tently higher.
• Learn if staff members are performing tasks for
other departments.
Principleshelpconsumers
obtainhealthcarepriceinfo
Atask force made up of healthcare leaders and
consumer representatives has reached consen-
sus on how consumers can obtain clear and easy-
to-understand information about their financial
obligation for healthcare services, before any tests
or procedures are performed.

71
COMING IN FUTURE MONTHS
Led by the Healthcare Financial Management
Association (HFMA), the task force developed guid-
ing principles and recommendations for price trans-
parency that highlight how hospitals, physicians,
and health plans would share reliable information
on healthcare prices with consumers. Combined
with other relevant information, such as quality and
safety, price information will help consumers make
more informed healthcare decisions.
“People everywhere want to be smart health-
care consumers, but information about healthcare
prices is not easily accessible,” said Joseph J. Fifer,
FHFMA, CPA, president and CEO of HFMA. “For
too long it has been unclear how consumers should
go about getting price information — who to ask,
what to ask for, or what the information even
means when they do receive it. This approach is a
game changer.”
The task force included representatives from
America’s Health Insurance Plans, the American
Hospital Association, Catalyst for Payment Reform,
Community Health Advisors, and others, including
a patient. Working together, stakeholders identified
how anyone can receive reliable price information,
tailored to insurance status. Participants agreed
that patients who are insured should rely on their
health plans to provide price information. The task
force also agreed that hospitals should serve as the
primary price information resource for uninsured
patients and those seeking care outside of their
insurance network.
Stakeholders agreed that consumers should be
able to make meaningful comparisons before com-
mon elective services with usable price estimates and
quality information, enabling consumers to under-
stand the value of the care they will receive. The
task force also called on health plans and providers
to make price information available in easy-to-
understand formats so that consumers can make the
most of the information at their disposal.
Task force participants called the release of the
guiding principles and recommendations a critical
step toward greater transparency of price informa-
tion.
“It’s entirely reasonable for consumers to expect
better access to price information,” said Fifer.
“We are calling on all healthcare stakeholders to
acknowledge that and to deliver the clear, reliable
price information consumers are looking for. By
achieving consensus about the roles all stakeholders
should play, we have taken a giant step in the right
direction.”
To see highlights of the guidelines, go to http://
bit.ly/1rq5ErV. n
CMSmade$7.5millionin
incorrecthospitalpayments
Clinic visit payments not always correct
The Centers for Medicare Medicaid Services
(CMS) found in its improper payment reviews for
2008 through 2011 that evaluation and management
(E/M) services were frequently miscoded. On the basis
of sample results, the Office of Inspector General (OIG)
of the Department of Health and Human Services esti-
mated that CMS made incorrect payments to hospitals
totaling $7.5 million during calendar years (CYs) 2010
and 2011.
Medicare payments to hospitals for E/M outpatient
clinic visits vary on the basis of whether patients are new
or established. An established patient has been treated
more than once at the same hospital during a three-year
period. In 2009, two healthcare entities paid more than
$10 million to settle allegations that they fraudulently
billed Medicare for E/M services (OEI 04-10-00180).
This is the first audit that OIG has conducted relating
to E/M outpatient clinic visits (clinic visits). The objec-
tive of the audit was to determine whether CMS cor-
rectly made selected outpatient payments to hospitals for
established patients’ clinic visits for CYs 2010 and 2011.
CMS made incorrect outpatient payments to hos-
pitals for established patients’ clinic visits. Of the 110
randomly sampled line items for which CMS made
Medicare payments to hospitals for clinic visits (HCPCS
99203 to 99205) during the audit period, two were
correct. In addition, OIG treated six line items as non-
errors (correct) because, for three line items, hospitals
refunded incorrect payments totaling $54 prior to OIG’s
fieldwork and, for three line items, hospitals were under
investigation. CMS overpaid the remaining 102 line
items by a total of $2,190.
The hospitals had not refunded these overpayments
by the beginning of the audit:
• For 80 line items, hospitals incorrectly used new
patient HCPCS codes to identify clinic visits for estab-
n Stop patient
complaints due to
long wait times
n Use patient portals
to dramatically boost
collections
n Assess staff
competency with
mystery shoppers
n Satisfy patients
with self-registration
options

/ June 2014
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222 Rosewood Drive
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Jeff Brossard, CHAM
Director, Patient Access
Mercy Hospital
Springfield, MO
Pam Carlisle, CHAM
Corporate Director PAS,
Revenue Cycle
Administration
Columbus, OH
Peter A. Kraus,
CHAM, CPAR, FHAM
Business Analyst
Revenue Cycle
Management
Emory Hospitals
Atlanta, GA
Brenda Sauer, RN, MA,
CHAM
Director, Patient Access
New York Presbyterian
Hospital
Weill Cornell Medical
Center
New York, NY
Keith Weatherman, CAM,
MHA
Associate Director,
Service Excellence
Corporate Revenue Cycle
Wake Forest Baptist
Health
Winston-Salem, NC
John Woerly, MSA, RHIA,
CHAM, FHAM
Senior Principal,
Accenture
Indianapolis, IN
Editorial Advisory Board
lished patients, which resulted in incorrect payments total-
ing $1,653.
• For 19 line items, in addition to incorrectly using new
patient HCPCS codes for established patients, hospitals
did not use correct HCPCS codes to describe the levels of
services furnished, which resulted in incorrect payments
totaling $307.
• For three line items, hospital officials informed us that
they billed for clinic visits without supporting documenta-
tion, which resulted in incorrect payments totaling $230.
The hospitals attributed the incorrect payments to cleri-
cal errors, staff not fully understanding Medicare billing
requirements for clinic visits, reliance on the code that
the physician selected for the visit, or billing systems that
could not identify established patients.
Also, CMS does not have edits in place to identify
Medicare payments for patients who were already regis-
tered at a facility.
OIG recommends that CMS work with its Medicare
administrative contractors (MACs) to:
• recover the $2,190 in incorrect payments identified in
the sample;
• provide additional guidance to hospitals on billing
clinic visits for new or established patients, which could
result in savings totaling $7.5 million over a two-year
period;
• resolve the remaining 378,376 line items and recover
the overpayments to the extent feasible and allowed under
the law; and
• direct MACs to instruct hospitals on the need for
stronger compliance.
This report is available to the public at http://1.usa.
gov/1jHP00U. n
Medicare payments to physicians.
Members on both sides of the aisle and in both
chambers spoke about the need to permanently fix the
SGR. However, they recognized the immediate need to
prevent the delay’s expiration and prioritized this tempo-
rary patch over a lengthy negotiation process to pass a
permanent fix that would result in the expiration of the
SGR delay. n
Congress delays
Medicare pay cuts
President Obama has signed the Protecting Access to
Medicare Act of 2014 (H.R. 4302) into law. This law
marks the 17th time Congress delayed the cuts to physi-
cian reimbursements established with the Sustainable
Growth Rate (SGR) under Medicare. The bill delays a
24% cut to the payments.
Both chambers of Congress moved quickly to pass
this bill after it became obvious no agreement would be
reached on how to pay for the permanent “doc fix” bills.
The SGR was created in 1997 by Congress as a
mechanism for tracking the payments with economic
growth. The SGR became a problem within a few years
as increases in healthcare costs substantially outpaced
economic growth. This development resulted in the cre-
ation of a multi-billion dollar shortfall for the funding of

HAM June 2014 issue

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