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"The goal for our staff is to reach at least a 90% monthly accuracy rating for preadmits, activations, and discharges," says Bailey Holloway, admitting evening coordinator at Maine Medical Center in Portland.
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Patient access jobs are challenging to fill for a variety of reasons. One is the need to recruit employees that are quick learners and flexible.
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Some patient access leaders are realizing that exemplary staff members can be a major resource for training and education. This could be because staff are more comfortable learning from their colleagues, or because the department is being charged to do "more with less" and more formal training resources are cut. Either way, it can be a successful strategy.
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Next time you get a complaint, don't let it ruin your day. Instead, find a way to make a customer's dissatisfaction work to your advantage.
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To reduce administrative claims denials, Virtua Healthcare System in Marlton, NJ, did two Six Sigma projects. "Our major mission for the first project was to identify root causes that resulted in administrative denials at all campuses and all registration types," says Diane E. Mastalski, CHAA, CHAM, director of patient access.
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Reasons for claims denials often can be traced back to factors beyond patient access, such lack of medical necessity, lack of clinical documentation, or a physician not participating with a plan. This is why "patient access cannot work as a silo in reviewing claim denials," says Carol Triggs, MS, director of patient access at St. Joseph's Hospital Health Center in Syracuse, NY.
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Does a system claim to be the "be all, do all" for your patient access department's issues, such as an eligibility system verifying benefits for all payers? If so, be skeptical.
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The first study of low back injection for pain management by the AAAHC Institute for Quality Improvement, a not-for-profit subsidiary of the Accreditation Association for Ambulatory Health Care (AAAHC), found eight common factors among organizations with shortest procedure times:
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As part of a hospitalwide focus on improvement, the surgical services department at Barnes-Jewish Hospital (BJH) in St. Louis, MO, began looking into its supply-chain processes. And it wasn't pretty.