Gamification in Revenue Management to Boost Cash CollectionCoding 23% . Medical Documentation 19% ....
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Gamification in Revenue Management to Boost Cash Collection March 2, 2016 Adam Gobin , Director of Revenue Management, Emory Clinic and Melissa Crozier, Manager of Analytics and Process Improvement, Emory Clinic
Transcript of Gamification in Revenue Management to Boost Cash CollectionCoding 23% . Medical Documentation 19% ....
Gamification in Revenue Management to Boost Cash Collection
March 2, 2016 Adam Gobin , Director of Revenue Management, Emory Clinic
and Melissa Crozier, Manager of Analytics and Process Improvement,
Emory Clinic
Conflict of Interest Adam Gobin, MPH MBA and Melissa Crozier Have no real or apparent conflicts of interest to report.
Agenda 1. Recognize areas for improvement. 2. Design a performance management program. 3. Identify measures for success, qualitative and quantitative metrics. 4. Introduce gamification. 5. Measure progress with leaderboards and project management tools.
Learning Objectives 1. Recognize the gamification techniques to improve revenue cycle metrics 2. Identify the four departmental focuses that make up accounts receivables core 3. Describe use of project management focus to ensure proper accountability and measure
success
Value Step: Savings Financial/Business, Efficiency, Operational
7.9%
Increase in productivity performance of AR staff
6 days
6.2% Increase in net payments
Decrease in Net days in
AR
*Changes occurred from Aug 2015 through Dec 2015
33%
Decrease in average view age of account
emoryhealthcare.org
Emory University Hospital
•Founded in 1904 •579-bed adult, tertiary care facility •Staffed by 1,170 Emory SOM Faculty •25,000 admissions •137,000 outpatient services •Includes The Center for Rehab Medicine
Emory University Hospital Midtown
Emory University
Orthopaedics & Spine
Emory Johns Creek
Hospital
Emory Clinic
Emory Saint Joseph’s Hospital
Emory Specialty
Associates
Wesley Woods Center
•Founded in 1908 •511-bed adult, tertiary care facility •Staffed by 1,080 Emory SOM Faculty and 367 community physicians •21,000 admissions •163,000 outpatient services
•Founded in 2007 •120-bed adult, Orthopaedics and Spine specialty hospital •Extension of EUH’s acute care services
•Founded in 2007 •Acquired in 2011 by Emory •110-bed acute care facility •2,500 admissions •25,700 outpatient services
•Founded in 1953 •1,600 clinical providers •2,500 employees •2,200,000 patient care visits •80+ locations
•Founded in 1880 •Joint operating company with Emory in 2011 •410-bed acute care facility •Staffed by 750 physicians •20,000 admissions
•Established in 2006 •400 clinical providers •40 clinical locations •620+ staff members
•Founded in 1954 •100-bed geriatric specialty facility •25-bed inpatient hospice service •250-bed skilled nursing facility (Budd Terrace) •201-unit residential retirement facility (Wesley Woods Towers)
Emory Clinic
Core Purpose: To Serve Humanity by Improving Health through integration of education, discovery, and health care. Vision: To be recognized as a leading academic health system, differentiated by discovery; innovation; and compassionate, patient and family-centered care.
Emory Specialty
Associates
Emory Physician Group Practice
Denial Management Structure
Coding 23%
Medical Documentation
19% Administrative
36%
Pre-Certification
12%
Eligibility 10%
Revenue Cycle
Analysts
Coding Educators
Process Engineers
Denial Management Teams
Support Teams
Why Gamification? • Definition of Gamification: The application of typical elements of game
playing (e.g., point scoring, competition with others, rules of play) to other areas of activity.
• Gamification is the underlying core concept that helps us deliver best in class performance standards and expectations that also result in increased employee performance and development.
Target Deliverables • Employee Weekly and Monthly
Performance Scorecards • Staff and Management
Leaderboards
Challenges with Performance
Overall performance inconsistency: • Lacking performance metrics • Lacking standardized workflows Our goal: Create an engaging and meaningful performance program – based on trending industry best practices. The purpose is to increase employee performance and encourage employee professional development.
FY15: Lack of Performance
Standards
FY16: Performance Program
Implementation FY17: Workforce
Advancement
Department Progression Timeline
Project Timeline
Performance Management Manager
Analytics/ Reporting
Training/ Quality
Our Department
Emory’s Performance Management Framework
01
02
03
04
05
Every employee is provided with a toolkit to help achieve performance goals.
Employee Toolkit
An integral part of any program is an attached incentive plan. This is where gamification comes into play! Employees are eligible to receive up to three different badges each month if they meet specific criteria.
Exceeds Expectations: Employee must have a total score of 100% and be nominated for recognition by their supervisor and manager.
Top Producer: Employee must have a productivity score of 100% and have a high productivity metrics (i.e., 7.0). The top three employees of each team will be awarded this badge.
Top Quality: Employee must have a quality score of 100% . The top three employees of each team will be awarded this badge.
Employee Rewards Program
Results
REDUCTION IN DENIAL TURNAROUND TIME
Monthly Leaderboards
Monthly Leaderboards
Monthly Leaderboards
Project Updates - Gamified
We use UpdateZen to gamify the way we manage projects. Here are some of the benefits: 1. Twitter-like approach to brief weekly updates on
projects 2. No large inbox to manage projects or project
updates anymore 3. Great way to acknowledge and recognize the
team! 4. Incredibly easy to implement
Value Step: Savings Financial/Business, Efficiency, Operational
7.9% 4 days
6.2%
*Changes occurred from Aug 2015 through Dec 2015
Emory continues to improve upon the newly established Performance Management program in order to produce quality work product and increase efficiencies. In 4 months, since go-live September 2015:
- 7.9% Increase in productivity performance - 28.5% increase in our pre-certification productivity performance
- 0.6% increase in quality performance - 4.1% increase in the quality of our clinical appeals work-product
- 3.5% increase in total performance
These increasing performance metrics are driving results in our AR metrics: - 32 day reduction in average view age of accounts - 6.2 % increase in net payments - 6 day reduction in net days in AR
Questions? Adam Gobin [email protected] Melissa Crozier [email protected]
