By Matthew Crew, Principal at PRS Network
No one likes being ignored, treated tersely or abruptly. Most of us respond positively to being acknowledged and find reassurance when we feel our medical accounts are being handled professionally and accurately. An office that takes the time to explain a patient's financial obligations is ahead of the game. One that actually can estimate the amount due and secure payment before the provider is seen is the equivalent of hitting a home run.
Realizing It's Time for a Change
Although these changes resulted in an increase in collections at the time of the visit, the underlying issue of increasing patient balances persisted. Proactive outbound patient calls were initiated, and the practice finally saw an improvement to the outstanding balances. The additional labor expended to call patients resulted in a 10 percent reduction in the month-to-month patient receivables. This covered the cost of the additional labor, but the results required continual calling and did not significantly address an ever-increasing volume of patient statements.
An unintended consequence of these policy changes was an increase in the number of accounts requiring a refund due to over-collection. Suddenly the cost of issuing patient refunds began to eat up all the savings the outbound patient calls had secured. In addition, the relentless pursuit of collecting payments made the office visit uncomfortable for both the patient and office staff.
Out with the Old
In order to allow the front desk staff the time and opportunity to obtain authorization to save a card on file, something had to change. It was already uncomfortable asking the patient to pay their balance, let alone having their credit card on file to run a payment. The answer was to move the pre-visit functions performed by the front desk staff to the billing staff. Some near-universal complaints are: "The front desk staff picked the wrong insurance," "They failed to verify eligibility" or "They failed to obtain referrals and authorizations required for payment." Now we had a chance to address this issue too.
We collaborated with the practice staff and InstaMed to develop a new front-end process. The billing staff began to review the scheduled appointments several days in advance. This review involved running eligibility and creating a rough patient responsibility. The estimated amount due from the patient is based on the benefits information coupled with an average cost per visit for the specific appointment type and payer. The biller is able to ensure the correct payer, ID number, group number and co-pay amount. The biller is also able to review the referral and authorization information and make requests as needed from the office. It is not unusual for the biller to call the patient prior to the appointment to verify information needed to complete the pre-visit activity and generate an estimate of patient responsibility.
Conveying the Correct Message
We prepared scripts to help staff articulate the message clearly. But most important was for the staff to get into the right mindset to have the conversation in the first place. We found it essential for the front desk staff to believe the patient was receiving quality service that addressed their basic needs, not unlike nourishment (restaurants) or shelter (hotels). Looking at services this way made asking for payment (or more accurately, the promise to pay) from patients an easier task.
When the process is fully explained and the necessary tools are available, the patient has much more visibility and control over their account than ever before. They can avoid paper statements, incorrect payments, checks, envelopes, time, etc. Framing the patient conversation with these facts paves the way for acceptance. Not every patient will agree, but you will be surprised by the number of patients that embrace the solution. Patients questioning accuracy and security are relieved to find out all of our payments are processed securely through InstaMed's integration with our practice management system, CareTracker. These integrated payments not only allow us to have the proper checks and balances in place to limit the amount of the charge and control the timing of payments, they also save staff from having to switch screens or walk over to a hard terminal to process each payment.
On the backend, we replaced the traditional patient statement with an automated electronic receipt. The patient's credit card payment is processed within a week of the patient receiving the Explanation of Benefits (EOB).
Good Things Are Worth the Wait
The financial benefits are measurable. This practice is still working toward a patient survey, but the anecdotal evidence is very promising. Feedback from the front desk staff is now that many established patient visits are already signed up for signature on file. The check-in process is much less stressful than before. Taking away many of the financial conversations has allowed time to greet patients. New patient registration is finally approaching the welcoming intake process envisioned when the program started.
Patients have been eager to get rid of paper statements. Although few had already embraced paying their bill online using the patient portal, we were amazed at how willing the patients were to have automatic payments, with the assurance that their payment is based strictly on the EOB they receive from their insurance company.
The practice is eagerly awaiting an even greater opportunity to leverage the additional resources freed up each time a patient is added to the signature-on-file process. Future plans are being made to deploy these new resources on patient engagement including personal set-up and training on use of the patient portal, pre-population of the medical record and assistance with referrals, and authorizations. In total, this is a win-win-win for the patient, the front office, and the billing staff because they are all receiving tangible improvement to a critical process for every medical practice.
Matthew Crew has worked in healthcare revenue cycle management since 1988. His experience includes founding and operating Medical Billing Services, as well as redesigning and implementing billing departments for various healthcare entities. Matt has extensive experience in revenue cycle reporting and has developed unique data mining tools to assist financial practice management. Matt is a principle in the PRS Network.