ALAMEDA HEALTH SYSTEM HB STABILIZATION HB KEY METRICS Status As of - - PowerPoint PPT Presentation
ALAMEDA HEALTH SYSTEM HB STABILIZATION HB KEY METRICS Status As of - - PowerPoint PPT Presentation
ALAMEDA HEALTH SYSTEM HB STABILIZATION HB KEY METRICS Status As of 1/31 As of 1/24 Bottom Median Metric 13wk Top 73.1 Days $623.8M 74.6 Days $633.2M 75.1 Days 70.8 Days 63.1 Days Epic AR Days s 99.5% -$4.9M 99.2% -$8.4M 99%
- Current Epic AR Days is 73.1 Days, down from 75.1
- Soarian AR Days were 78 on 06/30/2019. Best performance was 71 days on 12/31/2018
Metric 13wk Top
Epic AR Days
s
73.1 Days $623.8M 74.6 Days $633.2M 63.1 Days
Charging Variance
s
99.5%
- $4.9M
99.2%
- $8.4M
104%
Payment Variance
q
- 5.4 Weeks
- $58.5M
- 5.9 Weeks
- $63.2M
- 0.4 Weeks
Epic Pmt Avg
q
65.6% $7.1M 49.1% $5.3M 102.4%
Epic CFB Days
q
22.2 Days $191M 21.6 Days $184.8M 5.6 Days
Coding Days
r
1.1 Days $9.5M 1 Days $8.8M 1 Days
Claim Edit Days
q
7.3 Days $62.9M 7.5 Days $64.1M 1.2 Days
Open Denial Days
s
2 Days $17.3M 1.4 Days $12M 1.1 Days
Bottom Median Top
ALAMEDA HEALTH SYSTEM HB STABILIZATION
HB KEY METRICS
As of 1/31 Bottom Median Status As of 1/24
75.1 Days 70.8 Days 99% 99% 100.8% 1.9 Days
- 2.4 Weeks
- 1.5 Weeks
2.5 Days 2.1 Days 2.2 Days 91.3% 95.2% 8.5 Days 7.6 Days 2.5 Days 1.8 Days
p = Better than top 25% s = Below median
Status Key:
r = Better than median q = In the bottom
Threshold for the 35th percentile for the metric at week 18 Median value for the metric at week 18 Threshold for the 75th percentile for the metric at week 18
Baseline AR = 75.7 Days 1.3 4.8 10.0 12.1 13.8 18.9 19.3 18.3 20.8 24.1 22.7 20.9 20.7 20.3 20.9 20.6 21.8 22.4 0.0 0.9 2.9 6.5 9.6 13.4 16.4 20.2 23.1 20.7 23.3 24.3 27.4 26.6 31.8 35.6 37.6 33.9 0.0 0.0 0.0 0.0 0.1 0.1 0.6 0.6 0.7 2.1 2.4 2.6 3.1 4.0 2.4 2.0 1.4 2.0
- 10
10 20 30 40 50 60 70 80
AR Days
HB AR Breakdown
Other Days Outsourced Days Credits Days Self Pay Days Open Denial Days Outstanding Days CFB Days Min Hold Days In House Days
Baseline Pmts = $10.8M 2 4 6 8 10 12 14 16 18
Financial Activity (in M)
Financial Activity
Total Payments Expected Payments
n
Epic Payments
n
Epic Adjustments
n
Legacy Payments
n
Legacy Adjustments
Epic CFB Days
5 10 15 20 25 30
AR Days
Top Median Bottom Alameda Health System
Baseline AR = $52.8M 0.1 0.6 1.1 1.8 2.4 2.8 3.4 4.1 4.7 5.3 5.5 2.8 3.1 3.1 3.2 3.2 3.2 3.2 0.4 2.1 4.7 7.6 8.9 12.2 14.3 18.1 21.2 24.3 25.2 31.9 34.3 31.4 38.7 40.8 40.1 40.8 0.0 0.0 0.0 0.0 0.6 0.4 0.6 0.8 0.5 0.7 0.9 1.1 1.2 1.3 1.7 1.7 2.9 3.3
- 10
10 20 30 40 50 60
AR Dollars (in M)
AR Breakdown
Undistributed Outstanding Statement Pending Statement Open Denial Outstanding Claims No Claim Status Claim Edit Claims Pending
Baseline Pmts = $1.2M 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4
Financial Activity (in M)
Financial Activity
Total Payments Expected Payments
n
Epic Payments
n
Epic Adjustments
n
Legacy Payments
n
Legacy Adjustments
Epic CFB Days
5 10 15 20 25 30
AR Days
Top Median Bottom Alameda Health System
- On-Site, Cross-functional Teams (IT, EPIC, Contractor) matched
with Revenue Cycle leaders and their team.
- Increase Elbow Support for Revenue Cycle
- Additional onsite support from Epic
- Additional Leadership support for targeted training,
support and improve overall performance
- ARCR biweekly “Hit List” huddles to review and address high
level issues drive down CFB
- Weekly Command Center Activities – Focused
IT/Operations/Epic teams to drive down high level issues
- Manual ED Charge Review currently for all Level 4/5s
- Improve documentation
- Goal is to automate and perform regular audits
- Working with ED and IT Teams to automate process
- (Levels 1-3 have been automated for several months. Some Level
0’s have come through as a result of entry errors)
- Unposted Surgical/Procedural Charges
- Developing more efficient process to load new supplies/hardware
into Epic on a regular basis
- Working with various Clinical Teams to speed up process
- Paper Attachments to Claims
- Automating Electronic claims attachment functionality
- ABN Process (a compliance concern)
- Work with Clinical Leaders, IT and Revenue Cycle to put in place
- Will scientifically reduce write offs for our MediCare Claims
- Contract Review
- Ongoing workgroup to review contract discrepancies and payment variances
- Additional System Automation
- Now that we are stabilizing our new system we are turning on additional
automation to replace many manual processes
- Care Management
- Increase concurrent review and improve documentation timing
- CDM Review
- Improving our CDM updating process and pricing