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Emory Healthcare: Collaboration is Key When it Comes to Revenue Cycle Management

May 13, 2013
by Rajiv Leventhal
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Ingenious Med has helped make the business side of medicine more manageable for Georgia’s largest healthcare system
Karen England

To control costs and improve results, many medical groups are evaluating a new generation of revenue cycle management (RCM) solutions. When providers mismanage the revenue cycle, the financial impact may seem fairly small on an individual claim, but when multiplied by hundreds of visits a week, the effect on the bottom line can be devastating. Ultimately, a good RCM solution enables a patient care organization to spend less time on billing and more time providing quality patient care.

Healthcare organizations that are looking for help with their RCM need to consider several factors when choosing the right vendor, and that timeframe of deliberation was not lost on Karen England, CPC, revenue cycle administrator and assistant director of revenue cycle operations at Atlanta-based Emory Healthcare. Overall, Emory is the largest healthcare system in Georgia, encompassing six hospital-based clinics and more than 60 physician group practices throughout metro Atlanta and Georgia.

England works on the physician side, supporting the entire physician billing and accounts receivable (AR) for Emory’s internal medicine, hospitalist group, and critical care group, in addition to other specialty groups. England oversees all the teams that deal with coding, billing and reimbursement for those areas, and was thus a central part of the process that partnered Emory with Ingenious Med, an RCM vendor also based in Atlanta. England spoke with HCI Assistant Editor Rajiv Leventhal about RCM in an integrated health system, partnering with Ingenious Med, and key factors to be aware of when choosing an RCM vendor. Below are excerpts from that interview.

In an integrated healthcare system such as Emory, does the role of RCM administrator become more complicated?

We are—as most health systems are doing now—acquiring practices and joint venturing with other hospitals. We currently have six facilities underneath the Emory umbrella. It gets challenging because until those new acquisitions are on our electronic medical record (EMR) or our operating systems, you’re kind of working with different mechanisms, especially in terms of capture codes. When we need medical records for coding or billing, it’s a big problem because in some cases they are electronic, but we don’t have access to that system right away. We’ve also had instances where the hospital is still on paper. Until they are fully integrated on Emory’s electronic systems, I can’t get a patient’s information, registration information, or census information as automatically or easily as I do within our integrated systems. It’s hard to know about the charges, and it’s hard to code them.

What was involved in the process of becoming an Ingenious Med customer and how are you now reaping the benefits?

 We started out using Ingenious Med’s solutions in our hospitalist group; our hospitalists have long used them. Then, starting about five years ago, I would be involved in daily debates with my pulmonologist group, who would complain that we weren’t getting their charges,  or we were coding something wrong, or we were late with everything, so we then knew we needed to make changes. When we did switch to Ingenious Med, we saw immediate turnaround in capture time. We also saw a $20,000 improvement in bill charges a month, just in things we didn’t know about or didn’t know what to look for in the chart. We were still paper-based at the time and we knew where to look for notes, but maybe something was filed wrong or referenced in a way that we didn’t know how to get it.

 The biggest benefit there is that the physician knows what he/she did. They are the ones who are closest to the charge and to the patient. We also saw more of a collaboration relationship between my team and I, and with the physicians. It wasn’t bad before by any means, but it has become a real partnership. Then we started to get a huge focus on the amount of time it takes to get a charge posted. Because we were still paper-based with notes in the hospital, my coding team would follow the charts around and instruct everything to our physicians. That involved a huge amount of manpower and time. There were too many conversations about it taking too long to get charges in, and why charges were missed. So I made a proposal that if we moved all of our specialty areas to Ingenious Med’s solution, what will it look like? We decided to implement one specialty area at a time. And thankfully, we were able to redeploy employees to other areas. We weren’t chasing charges, but instead we were helping the physician understand the best and most appropriate way to capture their charges, and then we could capture the dollars after that. As our departments grew, we didn’t have to add full-time employees for things like charge entry and coding, and that was a huge win for us.

What are some of the most pressing issues you experience in RCM?


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