Revenue cycle managers constantly search for the perfect benchmark information to compare their team's work with others.
Don't search too hard, says Michael S. Friedberg, FACHE, CHAM, associate vice president of patient access services for Apollo Health Street, a national revenue cycle solutions firm in Bloomfield, NJ.
It can be good to compare nationally or even regionally, but some of the best benchmarks are right under your roof.
Hold your team accountable. Do you sit back regularly and look at the big picture for your team rather than just put out fires?
In the audio conference, Friedberg pointed to passages in "Leadership," former New York City Mayor Rudolph Giuliani's 2002 book, as some great examples of holding staff members accountable.
Guiliani met with the leaders of each of NYC's police precincts once a week, reviewing crime numbers. If there were a rise in certain crimes, the mayor asked why and what the respective leader was doing about it.
Giuliani built accountability into New York city government. You can build it into your revenue cycle team.
Dunn Memorial Hospital in Bedford, IN, is doing it now.
Stephanie Smithson, CHAM, the patient accounts director, says the facility implemented best practice key performance indicators (KPIs) for the entire revenue cycle. KPIs are metrics that illustrate how to improve your revenue cycle.
Dunn's patient access benchmarks include:
2% or less error rate at time of billing
95% pre-registration rate
Dunn creates action plans for areas below benchmark, Smithson says. Dunn also implemented ED point-of-service (POS) collections.
"ED POS collections is a new area for us, and we are actively working through the issues with ED Nursing Management to resolve," Smithson says. "We are actively using our performance matrix to assign shifts and for evaluations."
Each revenue cycle team reports numbers monthly to the hospital finance committee and the hospital board. A core group meets weekly to complete and report outstanding issues for the entire revenue cycle.
What has the revenue-cycle-wide initiative done for Dunn?
Allows staff members to meet and interact on all points of the revenue cycle
Educates staff members how each area interacts within the revenue cycle and what issues they have
Gives team leaders a voice and chance to showcase their team's improvement
Exposes leaders to other leaders' strategy on handling problems within their own areas
I'm not referring to the fact that more than 8% of the U.S. population has limited English reading or speaking proficiency, or that in America, residents speak languages from more than 172 countries.
What I'm referring to is that there is no uniform accreditation or certification process to guarantee the competence of language interpreters in healthcare settings. It seems that for the most part, everyone is speaking in tongues.
It is being run as a non-profit organization, The National Board of Certification for Medical Interpreters, and 12 members of its board were named earlier this week. The effort includes employers, physicians, health advocates and regulators.
Although the nonprofit effort is just getting off the ground, the entities hope to launch a written test to determine the translator's knowledge of ethical standards, privacy laws, medical terminology, and an oral exam to measure proficiency and sensitivity.
Martin Conroy, Language Line Services senior manager, says the groups will seek the blessing from The National Commission for Certifying Agencies, an organization that certifies professional competence.
Yes, there would probably be a fee. And existing translators will probably fret about whether they will be able to pass. For a time, they will oppose any constriction on their work or any training they may have to undergo.
But qualified translators are essential to convey a non-English speaking patient's symptoms and circumstances to English speaking providers. They are needed to make sure the patient understands the process of diagnosis, and the instructions for medications and follow-up care to get better. Occasionally, a translator is required to help a provider, for whom English is not the native tongue, communicate with English-speaking patients.
They need to be people that patients and providers can trust. Because if the patients can't understand the doctors or the doctors can't understand them, much that is provided in the way of medical care will be useless, misguided, and potentially harmful. And there may be a bottom line reason for having such certification.
According to a recent report by Language Line Services President Louis F. Provenzano, Jr., "Breaking the Language Barrier," the consequences of relying on haphazard interpretation services "can be deadly—and costly" because language barriers are a major factor in misdiagnosis and instances of poor hospital treatment as well as delays in service or access to preventive care.
"Limited language proficiency hospital patients are more likely than their English-speaking counterparts to experience adverse events that result in harm, and the severity of that harm is often greater," according to a report by the Joint Commission.
Another study in Health Affairs (http://content.healthaffairs.org/cgi/content/abstract/24/2/435 ) in 2005 documented that patients who don't speak English are more likely to defer medical care, leave the hospital against medical advice, miss follow-up appointments, and experience complications from medications.
"Whether they simply fear a difficult medical encounter due to language issues, or whether they are receiving substandard care due to miscommunication and delays caused by language gaps, the end result is the same: language barriers are clearly resulting in the unequal delivery of medical care, and in physical harm," according to the 2005 report.
In fact, Provenzano wrote, "The argument in favor of . . . coverage for language interpretation is very similar to the argument for coverage of preventive care, something that insurance companies are beginning to actively promote and embrace."
Yes, Language Line Services, which has 8,000 medical interpreters, wants to market its business. But I spoke with Martin Conroy, the company's senior manager, and he makes some excellent points about the true need for such a national certification standard.
Today, health providers, including physician practices, clinics, and hospitals, often rely on the patient's family members or on untrained members of the staff to provide interpretative services, Conroy says. Each hospital has different ways of handling the issue, each physician practice and each clinic. Some are formal and include contracts with translation services by phone or on site while some are far more haphazard, he says.
Among the many large companies similar to his that offer translation services for medical settings, there are usually established criteria that employees are required to meet. But among the many companies, the criteria can have wide variation, he says.
The only state with a true certification process for medical translators is Washington, which has it for eight languages, Conroy says. "All states have some regulation and oversight, but they use terms like 'competent' or 'quality' that are not very well defined. What we're trying to reach to is have a certification, have a national credential that would apply to all."
Without a national testing or certification process, he says, "there's no way to assure that a person who has worked for three years in Nevada and then goes to California will have the same level of skills."
He gave some examples of how healthcare can go terribly wrong when provider and patient can't understand each other:
A doctor told a Spanish speaking patient he should take the medication "once" a day, and then wrote down "once a day." But in Spanish, the English word "once" sounds like the Spanish word for number 11. So the patient took the medication 11 times a day.
After a child rode her bike into a wall and ended up in the emergency room, the parent tried to explain what happened. But a misunderstanding led hospital personnel to call social services and investigate the parent for child abuse. The emergency staff thought the mother said she had hit the girl.
A Spanish-speaking patient told paramedics he was "intoxicado," which was interpreted as being high on drugs. What the patient meant was that he was sick to his stomach from food poisoning. As a result, his care was delayed and he is now a quadriplegic. The mistake resulted in a $71 million malpractice settlement.
There's another reason to have a national certification program. By federal law, health providers who accept federal reimbursement must offer language interpretation services for their patients. But federal funding to pay for such services is partial and spotty.
The federal government offers states matching funding up to 75% for interpretive services for patients eligible for Medicaid and the Children's Health Insurance Program.
According to Provenzano's report, 12 states and the District of Columbia have implemented such programs. These states have developed mechanisms for reimbursement, along with qualifications and standards for interpretation and translation services. "Federal matching funds ensure that states can achieve these goals in a way that is cost-effective for their own fiscal health."
Few private health insurers reimburse for translator services, such as Kaiser Permanente and Group Health Cooperative, which provide the services for their members.
If providers are to make a solid case that they deserve reimbursement for providing quality translation services, they should be able to measure the quality of those services. Certification is one way to accomplish that.
"Right now in any clinical, hospital or physician setting, people on a team are assisting a non-English speaking patient, such as a physician, nurse, ultrasound tech—and all of these people have a license and are certified," Conroy says.
"The only person who is not is the medical interpreter."
I write about patient experience a lot. This week, I have a real-life example of why patient experience matters—perhaps even more than loyalty, location, quality, cost, or brand awareness.
I've been going to the same two hospitals for tests and procedures for several years now. They're in my primary care physician's network and when her office sets up appointments for me, those are the two choices they present. There's not a huge difference between the two.
Both locations are convenient—less than a 15 minute drive from my home. Plenty of parking. The both have valet service, which I've only used once when I was running late and it was raining. Both buildings are old and difficult to navigate, so that's a wash, too.
I have not been diligent about researching quality or cost data for either, except that when CMS posted hospital HCAHPS scores online I looked at their scores. Today, I couldn't tell you what the numbers were if you paid me. And if I wasn't a healthcare reporter, I doubt I would have bothered looking them up in the first place.
Finally, although the health system to which these two hospitals belong has a well-known name, the brand doesn't hold any particular sway with me one way or the other.
If I sound a little passive and lazy, well, it's because when it comes to choosing hospitals for routine procedures, I am a little passive and lazy. And I'm pretty sure I'm not alone.
So why did I recently take time out of my busy day and make several phone calls to cancel an appointment at one of my two usual hospitals and make an appointment and transfer my records to a hospital that's a 30-minute drive from my house? I've never set foot in the facility. I don't know anything about its quality rankings and have no idea how expensive or inexpensive they are compared to the other two hospitals I've been going to. And although the hospital is affiliated with a large, well-known Boston healthcare institution, its brand name didn't influence my decision, either.
So what did influence my decision?
I heard it's a really nice hospital.
Seriously—that's all there is to it. People I know told me that the new building is modern and beautiful. Although it is a new facility, it already has a local reputation as being state-of-the-art and patient-centered. I've even heard it's female-friendly, although I no longer remember where I heard that. I'm not 100% sure what that even means, actually. But, as a female, going to a female-friendly facility seems like something I might like.
When I called to make my appointment, the woman I spoke to was friendly, courteous, and helpful. When she said I had to call my doctor and then call her back, she apologized for that minor inconvenience and gave me her direct line so I wouldn't have to wait on hold. She gave me my personal health record number—something no one from either of the other two hospitals ever mentioned—and let me know that if I used it in the future, it would make it easier to make appointments and get information.
I was a little skeptical that my records would really be there on the day of my appointment (based, by the way, on my experiences at the other two hospitals—when I would show up for an appointment, it sometimes seemed as though the staff had no idea who I was or what I was doing there). She assured me my records would not get lost in the transfer and that even if there was a mishap they would straighten it out immediately—it's all done electronically, she said.
She followed up with a note that arrived at my home two days later letting me know what to expect on the day of my appointment and giving my very clear directions to the facility.
And that is all it took for me to switch hospitals—the promise of a better experience. Meanwhile, it will be interesting to see if they deliver on that promise. And, if not, what I'll do about it. Is it possible the hospitals closer to my home could woo me back? Probably not. Is it possible they can improve the patient experience to the point where they stop losing even their most passive patients to the beautiful new facility a couple towns over?
Absolutely. And so can you. But you'd better get started now.
I'm writing my column earlier than usual this week because I'm headed off to our two events in Chicago—the HealthLeaders Media Marketing Experience 09 and HealthLeaders Media 09: Hospital of the Future Now. The marketing event will be a day-long learning experience with a focus on real ways that healthcare marketers and leaders can execute excellent experiences for their patients, family members, and employees. At the leadership event, I'll be moderating a live discussion about patient experience with an all-star panel of experience experts as well as breakout group sessions on the topic.
I hope to see you there, but if you can't make it, I'll also be blogging and Twittering from the events, so make sure to follow me on Twitter and on the MarketShare blog.
Note: You can sign up to receiveHealthLeaders Media Marketing, a free weekly e-newsletter that will guide you through the complex and constantly-changing field of healthcare marketing.
"The following contains material which may be offensive to those suffering with knee pain," the TV spot for the Bone and Joint Hospital at St. Anthony begins, "Viewer discretion is advised."
After giving viewers a chance to recover from their collective double-take, the commercial features a montage of people bending their legs to creaking sound effects. The Oklahoma City, OK, hospital's marketers created the multimedia campaign, which includes print, outdoor, online, and TV elements, to promote MAKOplasty—a new robotic technology now available at the hospital.
"This marketing effort was important because, normally, patient recruitment is driven by the physicians, but this effort depends mostly on our advertising efforts," says Shane Brock, principal at Stubble Creative, Inc., the agency that worked with the 102-bed hospital. "Therefore, the main objective is to get the potential patients to call a dedicated phone line for more information."
The hospital also used social media to create buzz around the campaign and posted teasers on its Twitter account (twitter.com/Boneandjointokc) and officially announced the new technology on Twitter and Facebook.
"The feedback from the advertising effort has been very positive, with 25 calls received on the dedicated phone line in the first week of the campaign," Brock says. "Additionally, more than 50 people have registered for a community education program on MAKOplasty."
Independent media agency TargetCast:tcm has released a consumer trend report that reveals differences in how men and women engage with traditional media. The study found that men are generally more willing than women to adapt their habits to incorporate digital and online platforms as replacements for traditional media.
Being a mother may change your feelings about online marketing, according to the "What Women Want Consumer Survey" by Prospectiv. More moms than women without children said they did not mind seeing online discounts and coupons for products that interested them, and moms were less likely to report skipping over such offers. Mothers also reported trusting online coupons more than female Internet users without children.
A new report from Forrester recommends changing the name "brand manager" to "brand advocate," and fundamentally changing marketer organizations in response to the onset of the digital age, reports Advertising Age. The new "brand advocates" will be seemingly more powerful and consumer-centric, much nimbler, and more real-time-oriented than the brand manager of today, according to the report.
Kevin Fickenscher, MD, executive VP of International Healthcare for Perot Systems, discusses a partnership between Perot, AMGA, and MGMA to improve regional extension centers.
Jim Pavletich, senior director and COO for the Accreditation Association for Ambulatory Health Care, discusses the AAAHC's new accreditation standards for medical homes.
In the September issue of HealthLeaders magazine, I asked industry leaders a simple question: Have we reached a point at which the insured will drop coverage in great numbers because they simply can't afford it or find it's not worth the costs?
As you would expect, there was disagreement about whether we have reached that tipping point, but everyone agreed that if we're not there yet, we're close.
Well, that tipping point will inch a little closer in 2010.
Towers Perrin released its annual Health Care Cost Survey last week that predicted that employees of large businesses will pay 10% more for health coverage in 2010. It said the average employee premium contributions increased by more than $200 next year.
The Towers Perrin 2010 survey is especially noteworthy because it features 300 of the nation's larger employers, representing a workforce of 5.2 million employees and their dependents. These figures don't count the mid-sized and small businesses that are struggling between the choice of health coverage or layoffs. That 10% figure would likely be even higher for smaller businesses.
Don't expect consumer health costs to decrease any time soon either, especially with Towers Perrin's statement that only 11% of large companies surveyed are willing to "absorb higher healthcare costs by accepting reduced profits." In other words, 89% of large employers will need to either pass more costs onto employees or reduce benefits.
The report did find that more large businesses are placing more control (and costs) onto employees through account-based health plans, also known as consumer-directed health plans. Large employers have found account-based plans cost 13% less than the traditional health plan, partly because of a higher share of the costs to the employees.
Over the next few years, health plans and businesses will increasingly link a member's premium cost levels to participating in wellness programs and completing health risk assessments, Michael Fiaschetti, market president for Pennsylvania central region at Highmark Inc., the Pittsburgh-based health insurer of Blues plans, told me.
Empowering the individual is one positive outcome that could come from these account-based plans, but health insurers and businesses can't merely transfer more costs onto the employees through higher deductibles and copays and call it consumerism. Instead, what is needed are:
Member education campaigns
Provider education campaigns to teach doctors and staff about healthcare finances and account-based plans
Web sites that allow people to learn about health insurance and how they can make wiser healthcare decisions
Tools that help members understand their healthcare finances, such as out-of-pocket cost calculators
Health insurer programs for small- and mid-sized companies to help human resources and benefits departments provide health education
Large employers are right in being excited about the potential of account-based plans and small- and mid-sized companies should also explore those offerings. But it's also incumbent upon employers and insurers to create programs that reward people who are making the right choices, help educate those who are not, and not transfer so many health-related costs onto the individual. The last things that health insurers should want are people dropping their coverage or needing to file for bankruptcy because an insurer's plan is being used as a way to protect the employer and insurer from rising health costs.
That's exactly what health insurers can't allow to happen.