Complete Case Study #30 Milwaukee Regional Health System Revenue Cycle Management in the Cases in Healthcare Finance book.

MILWAUKEE REGIONAL HEALTH SYSTEM REVENUE CYCLE MANAGEMENT 0 ANDREW MAE HAS recently been hired as the vice president of Revenue Cycle Management for the Milwaukee Regional Health Sys tem (MRHS), an integrated system with approximately $2.5 billion in annual revenues. Located in the Milwaukee metropolitan area, MRIS consists of an academic medical center, two community hospitals, and 30 outpatient primary and specialty care clinics. Annually, the hospitals collectively see more than 40,000 admissions, approximately emergency room visits, and nearly 1 million outpatient encounters while the clinics receive more than 1.6 million visits. 100,000 The vice president of Revenue Cycle Management is a newly cre- ated position at MRHS. In that role, Andrew will oversee the merger of the currently separate hospital and physician revenue cycle depart- ments. Andrew has been directed by MRHS's CEO to accomplish two primary goals: (1) lower the overall costs of revenue cycle management and (2) improve the revenue cycle process. (For more information on revenue cycle management, see the Healthcare Financial Managem Association website at www.hfma.org or the Medical Group Manage. ment Association website at www.mgma.com. Search the term re cycle at either or both websites.) ent Andrew understands that the first step in merging MRHS' rate revenue cycle depaructice revenue cycles are inherently different. s sepa- tments is to alter the current perception that practice revenue cycles are hospital and physicad is to illustrate the similarities between and inter- His goal in this regao the revenue cycle processes to highlight what he dependencies amons determinants of revenue cycle success:(1) the believes to be the 203 MILWAUKEE REGIONAL HEALTH SYSTEM REVENUE CYCLE MANAGEMENT 0 ANDREW MAE HAS recently been hired as the vice president of Revenue Cycle Management for the Milwaukee Regional Health Sys tem (MRHS), an integrated system with approximately $2.5 billion in annual revenues. Located in the Milwaukee metropolitan area, MRIS consists of an academic medical center, two community hospitals, and 30 outpatient primary and specialty care clinics. Annually, the hospitals collectively see more than 40,000 admissions, approximately emergency room visits, and nearly 1 million outpatient encounters while the clinics receive more than 1.6 million visits. 100,000 The vice president of Revenue Cycle Management is a newly cre- ated position at MRHS. In that role, Andrew will oversee the merger of the currently separate hospital and physician revenue cycle depart- ments. Andrew has been directed by MRHS's CEO to accomplish two primary goals: (1) lower the overall costs of revenue cycle management and (2) improve the revenue cycle process. (For more information on revenue cycle management, see the Healthcare Financial Managem Association website at www.hfma.org or the Medical Group Manage. ment Association website at www.mgma.com. Search the term re cycle at either or both websites.) ent Andrew understands that the first step in merging MRHS' rate revenue cycle depaructice revenue cycles are inherently different. s sepa- tments is to alter the current perception that practice revenue cycles are hospital and physicad is to illustrate the similarities between and inter- His goal in this regao the revenue cycle processes to highlight what he dependencies amons determinants of revenue cycle success:(1) the believes to be the 203