Skip to main content
Skip to main navigation
Skip to footer

Carroll County Memorial Hospital

Cerner RevWorksSM a game-changer for rural revenue cycle

In sports terms, Carroll County Memorial Hospital (CCMH) is what many would consider an underdog. Located in rural north-central Missouri, CCMH consists of a 25 bed critical access hospital, five physician clinics and 10 specialty clinics.

According to the National Rural Health Association, rural hospitals like CCMH face a number of differentiating challenges. To start, the NRHA has found that the average per capita income for rural hospitals is $7,400 lower than for urban areas. In addition, the NRHA states Medicare payments to rural hospitals and physicians are dramatically less than those paid to urban counterparts for equivalent services. To compound the situation, 75 percent of CCMH’s business is Medicare and/or Medicaid.

In 2010, CCMH faced significant financial management issues. Its Discharged Not Final Billed (DNFB) sat at 25 days, Net Days in Accounts Receivable (A/R) at 61 days and Cash Collections as Percent of Net Revenue at 89 percent.

When then-Chief Financial Officer Jeff Tindle was called up to the big leagues (Chief Executive Officer) later that year, he knew finding a top-tier CFO would be difficult. CCMH needed a seasoned ace, someone with the knowledge, experience and leadership to help them turn the corner.

In 2012, CCMH signed a full-alignment partnership with Cerner RevWorks℠. RevWorks placed a revenue cycle manager (RCM) on-site to manage day-to-day financial operations, including supervising staff. Right out of the gate, the RCM helped create a level playing field across CCMH by helping them expand Cerner Patient Accounting beyond the hospital into the ambulatory clinics.

On top of the usual challenges associated with a system expansion, CCMH was Cerner’s first ambulatory implementation in a rural setting. But the RCM coached CCMH staff through the nuances of billing in a rural health environment, accelerating adoption of Patient Accounting.

It didn’t take long for CCMH to cash in on the success of its RevWorks partnership, which Tindle refers to as a “game-changer.” All of the project’s Key Performance Indicator’s (KPIs) were met or exceeded within the first ten months of the partnership. DNFB days were reduced by 74 percent, cash collections were 17 percent above goal and net revenue was 107 percent of goal. The momentum shifted.

Equipped with the right leadership, systems and tools, the team – both clinical and ancillary staff – concentrated on the end goal: improving CCMH’s operational success. The CCMH - RevWorks team then began to dig in and design a new billing staff model, which led to more focused staff responsibilities, better communication and improved processes.

It’s also led to big wins. By the end of 2014, CCMH was at 112 percent cash collections and saw a 40 percent increase in gross revenue in a span of just two years. Additionally, A/R days continued to drop – between 2013 and 2014 Jefferson Medical Group’s (one of CCMH’s rural health clinics) A/R was reduced by 53 percent. Likewise, Reid Medical Clinic’s (also owned and operated by CCMH) A/R was reduced by 58 percent between 2013 and 2014.

Overall, Tindle believes that Cerner’s holistic game plan for managing the revenue cycle – the solution, people and processes that support it – enabled the CCMH team to make such great strides. “Cerner looks at the entire piece. And that’s what their distinguishing difference is. They’re not looking at the front, middle, or back end – they’re looking at the entire cycle and that’s why I think we’ve been so successful so quickly.”

CCMH has come a long way since 2010. But they don’t want to simply ride their hot streak. “I see t as a long-term journey,” Tindle notes, “I think there’s much more to come.”

Watch a video of Jeff Tindle discussing CCMH’s successful partnership with Cerner RevWorks℠.

View All Client Achievement Stories
Client outcomes were achieved in respective settings and are not representative of benefits realized by all clients due to many variables, including solution scope, client capabilities and business and implementation models.