When Midland Health in Midland, Texas prepared to implement a new electronic health record (EHR), leaders knew they wanted a fully integrated clinical and financial system to improve workflow and communication. After choosing Cerner, the health system improved financial metrics including discharged, not final billable (DNFB) days and accounts receivable (A/R).
“It was important to have one integrated system across both clinical and revenue cycle,” said Stephen Bowerman, senior vice president, CFO. “Before Cerner there was a lot of dueling data. There was a disconnect between clinicians and the work they did, but now there is a streamlined effect that puts clinicians and revenue cycle on the same page.”
Before going live in June 2018, Midland Health worked with Cerner Transition Services to test and prepare for the switchover.
“Our revenue cycle executive, who received assistance from the revenue cycle analysts, helped determine and find break points and helped us make corrections to the system prior to go-live,” said Shawn Edmiston, executive revenue cycle director. “I think that actually contributed in a large part to our success post go-live.”
Midland Health leaders saw positive results when it came to the health system’s clean claims rate, A/R days and DNFB.
“Clean claim rate is something that’s accepted by the payer the first time you submit it and get paid, as opposed to some rejection or follow-up request for additional information for a claim,” said Bowerman. “Our clean claim rate continues to be very positive and has not been a drag on our accounts receivable.”
Prior to implementation, Midland stated gross A/R days at 60 and DNFB days at 8. One year after go-live, the organization lowered its A/R days to 45.2, and DNFB days remained flat.1
“We’re actually getting accounts out the door quicker,” said Edmiston. “We’re being paid faster with a plan to move some additional accounts to a shorter hold, which is an increase to cash for us.”
Utilizing a clinically driven revenue cycle not only yielded positive metrics but also improved workflow and satisfaction. When competing for talent, leaders at Midland Health say anything they can do to increase employee satisfaction also provides a benefit.
“It’s incredibly important that our team appreciate the work they do and are engaged and happy in that work,” said Edmiston. “We compete locally with an oil and gas industry for talent in a resource pool, particularly in the revenue cycle. Any time we can make work easier and less stressful for our team, we’re more likely to keep them engaged and employed.”
For more information visit our Revenue Cycle Model Experience page.
1 Average from January 2019 - July 2019