Internal Cardinal Health PPT 2020 - Standard (January 2020)
Transcript of Internal Cardinal Health PPT 2020 - Standard (January 2020)
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Laboratory Finance101 AND BEYOND
Jane M. Hermansen MBA, MT(ASCP)
MANAGER, OUTREACH AND NETWORK DEVELOPMENT
MAYO CLINIC, ROCHESTER, MINNESOTA
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2 © 2021 Cardinal Health. All Rights Reserved.
Learning Objectives
Upon completion of this session, you will be able to:
• Define commonly-used financial terms and how they can be applied within the laboratory
• Analyze laboratory costs through accurate cost accounting
• Describe the different laboratory revenue streams and how to measure them; demonstrate laboratory financial contribution
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3 © 2021 Cardinal Health. All Rights Reserved.
Patient
Clinical
FinancialOperational
Tri-Relevance in Healthcare
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Standard Medical Laboratory Scientist Curriculum
• Urinalysis
• Immunology
• Molecular Diagnostics
• Clinical Immunohematology
• Hemostasis
• Clinical Microbiology
• Hematology
• Clinical Chemistry
• Westgard QC & Method Validation
• Clinical experiences
• New Discoveries and Laboratory Management (16 hours)
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“One month into my role as a laboratory leader, I realized
I needed to go back to school.”
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Definitions
Revenue
• Net revenue: Revenue that is collected for performing laboratory testing
• Gross revenue: Revenue that is charged for performing laboratory testing; gross revenue is rarely the same as net revenue
• Capitated revenue: Fixed, prearranged payment received per patient enrolled in a health plan
• Bundled revenue: Payment based on a patient episode; it does not vary based on services provided
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Definitions
Cost
• Variable cost: Cost that varies with the number of tests performed (e.g., reagent cost)
• Direct cost: Cost that can be fully attributed to the performance of a test (e.g., reagent cost and staff time)
• Fixed cost: Cost that does not change with an increase or decrease in the number of tests performed (e.g., instrument cost and rent)
• Indirect cost: Cost that is not directly related to test production, such as overhead (e.g., institutional allocations)
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Revenue minus cost equals….
Bottom line: Calculation of profit or loss for a department.
• Profit: Financial gain
• Net Operating Income: Revenue less any operating expenses
• Other nuances:o Net Operating Margin
o Contribution Margin
o Gross Margin
o Operating Margin
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If your organization uses terms that you don’t understand, ask for an explanation
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Cost Accounting
101 HAMBURGERS
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Institutional overhead can wreak havoc on the bottom line of an outreach program
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Do Volumes Matter?
Considerations:
• Fixed costs remain flat
• Variable costs increase proportionally with volume
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Laboratory Revenue Streams and Payors
WHAT AND WHO
Revenue Streams
• Inpatient
• Outpatient
• Outreach
• Institutions (hospitals, skilled nursing facilities)
• Community (industrial medicine, health fairs, etc)
• Other (employee health service, research, etc)
Payors
• Government (CMS/Medicaid)
• Independent health plans (insurance company)
• Patient self-pay
• Client/institutional bill
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Reimbursement Models
WITHIN A HOSPITAL OR HEALTHCARE SYSTEM
Fee-for-Service
• Patients (or insurance) are charged per the cost of each individual service or product that a physician orders
Capitated
• Bundled payment (Episode of Care)
• DRG
• OPPS
Value-Based
• Episode of Care
• Shared savings programs
• Pay-for-Coordination
• Pay-for-Performance
Getting accurate and discrete revenue for laboratory testing can be a challenge.
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Data: Hidden, difficult, but not impossible
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Estimate laboratory revenue by applying payor contractual allowance to gross charges
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Application of Financial Terms
DAILY USE
Budget
• Revenue
• Costs (routine)o Supply
o Staff
o Services
• Costs (one-time, unexpected)
• Variation (seasonal, other)
Outreach
• Revenue
• Profit (NOI)
• Volume impact on reducing cost
ROI/Make-or-Buy
• Expand technical platform and capabilities
• Other strategic investments
• Insourcing (reduce sendouts)
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Prioritizing Revenue Growth over Cost-Cutting
• “Revenue growth overtook cost control as executives' top priority… While administrators still aim to develop nuanced strategies to cut costs, their focus is now on improving ambulatory access, minimizing clinical variation, boosting primary-care alignment and adapting to population health.”
• "They still haven't taken their foot off cost-cutting, but they can't cut their way out of this economic challenge. They need a balanced margin-management strategy.“
~Modern Healthcare, June 12, 2019
https://www.modernhealthcare.com/operations/revenue-growth-overtakes-cost-cutting-hospital-executives-top-priority
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Achieve Financial Stability
MIND THE MONEY
• Clean billing practices:o Reduce revenue rejections and delays
o Improve billing practices
• Expand laboratory serviceo Increase test menu complexity
• Manage costs
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Financial literacy is a critical skill for laboratory leaders
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Patient
Clinical
FinancialOperational
Transform your Laboratory from Commodity to High-Value Contributor
• Clinical
oCenters of Excellence
• Operational
oOptimize staffing, technology
• Financial engineoOutreach NOI >30%
oMonitor KPIs and metrics
• Value-Based Initiatives
oControl costs
oRetain revenue
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Data is the currency of the laboratory
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Learning Objectives - Review
The session is complete! Can you do the following?
✓Define commonly-used financial terms and how they can be applied within the laboratory
✓Analyze laboratory costs through accurate cost accounting
✓Describe the different laboratory revenue streams and how to measure them; demonstrate laboratory financial contribution
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24 © 2021 Cardinal Health. All Rights Reserved.
Next Steps to Retain Financial Relevance
1Focus on the Patient• Engage• Enable• Empower
2Retain and Use your Data• Patient Clinical (HEDIS) data • Manage population health• Drive and support wellness
3 Clinical Decision Support• Reduce Waste• Manage Utilization
4 Deliver and Communicate Financial Value• Net contribution (NOI)• Total Cost of Care
Patient
Clinical
FinancialOperational
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25 © 2021 Cardinal Health. All Rights Reserved.
Acknowledgements
Contact Information:
• Jane M. Hermansen MBA, MT(ASCP)CLMA Past-President Manager, Outreach and Network DevelopmentMayo Clinic, Rochester, [email protected] 507-284-3557
References:
• CLMA. Body of Knowledge for Medical Laboratory Management. Domain 3: Financial Management. https://www.clma.org/bodyofknowledge
• https://www.modernhealthcare.com/operations/revenue-growth-overtakes-cost-cutting-hospital-executives-top-priority