Best Practices for Managing Your HME Back- Office Operations This session will explore, in depth, some best practices associated with managing your back-office operational teams. These teams generally include order confirmation, billing, collections, and cash posting. Topics we will discuss include: work flow, technology tools, incentives, and metrics. How do you get maximum production and quality from your team while keeping the individuals engaged and ensuing constant growth and development of the team?
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Best Practices for Managing Your HME Back-Office Operations€¦ · Best Practices for Managing Your HME Back-Office Operations This session will explore, in depth, some best practices
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Best Practices for Managing Your HME Back-Office Operations
This session will explore, in depth, some best practices associated with managing your back-office operational teams. These teams generally include order confirmation, billing, collections, and cash posting. Topics we will discuss include: work flow, technology tools, incentives, and metrics. How do you get maximum production and quality from your team while keeping the individuals engaged and ensuing constant growth and development of the team?
About the Speaker
Joey Graham is an industry veteran with over 20 years of experience in DME operations and revenue cycle management. In his current role as Executive Vice President & General Manager for Prochant (formerly The Prometheus Group), he is focused on delivering greater profitability to clients by combining industry-leading processes with a team of highly-skilled specialists. His past roles include executive roles at large DME and software companies including Brightree. He has a bachelor’s degree in finance and an MBA from the University of West Florida. Joey started his HME career right out of high school, spending several years as a service technician.
The HME Revenue Cycle
Know Thyself
• Start with a deep understanding your pain and opportunities
• Thorough analysis of EMR / database (billing system)
• Current status of KPI’s
• Payer & product mix
• Current services, geographical spread
• Process and documentation efficiency
• Proportion of clean documentation
• Rework loops as an outcomes of pre-billing inefficiencies & set-up issues
• Map the IT Security infrastructure
• Resolve any potential connectivity, speed, data security and access management issues
• Jointly agree on what success will look like
• Key focus areas
• Objective and realistic milestones
• Rules of partnership / engagement
Solution Design
• Identify accountable parties, ensure ownership is clear
• Standardization of processes is extremely vital for scalability and dependency
• Before implementing, pilot the SOPs with experienced resources
• Avoid involving less experienced resources during testing
• Stakeholders must sign-off on standard work
• Create a change-control process for standard work
• Identify metrics to track, report and joint review
• Evaluate transactional volumes throughout RCM
• Plan appropriate staffing levels
Building Scalable & Performing Teams
• Convert Standard work into job roles (think Franchising!)
• Define competency levels as a function of complexity
• FEB Level 3 competency mandates more experience to confirm orders than data entry or eligibility verification
• Skills required for appeals and complex patients are high, relative to working other standard denials
• Create standardized training modules for each role, optimize the learning curve
• Mix interns / low-experience resources with senior resources for a scalable organization. Ensure roles are properly staffed.
• Define pay structure for applied competency to motivate lower level resources & create career path
Onboarding People
Hire and build teams completely inline with your company values
Train Interviewers to evaluate both skills and cultural fit
Train people on clarified standard work
Incentivize them to learn faster, and to deliver beyond mediocrity
Rewards not only operational efficiency, but also provider outcomes
Provide room for mistakes and quick recovery
Plan extra staff for early exits based on performance, absenteeism and other reasons