MILWAUKEE REGIONAL HEALTH SYSTEM REVENUE CYCLE MANAGEMENT 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, MRHS 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 100,000 emergency room visits, and nearly 1 million outpatient encounters while the clinics receive more than 1.6 million visits. 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 MRHSs 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 Management Association tment Association website at www.mgma.com. Search the term revenue cycle at either or both websites.) website at www.hfma.org or the Medical Group Manage- Andrew understands that the first step in merging MRHSs sepa- rate revenue cycle departments is to alter the current perception that Hospital and physician practice revenue cycles are inherently different. dns goal in this regard is to illustrate the similarities between and inter- dependencies among the revenue cycle processes to highlight what he of revenue cycle success: (1) the His heves to be the true determinants 203 is prohibited media%2F419%2F41931434-08b8-48cb-9c51-ea Milwaukee so : Regional Health System sunction and the information gathered within the function, beginning ah the scheduling Cases in Healtheare Finance 206 Clinical charge processing. Here, the clinical documentation of services provided is translat media%2F132%2F132cb270-2f7c-4ee5-b01b-56 Cases in Healthcare Finance 208 projects prior to the meeting. Unfortunately., Andrew broke his leg in a snowmobile accident media%2F57d%2F57d3b055-97c6-4352-93f3-79 Case 30: Milwaukee Regional Health System21 EXHIBIT 30.1 pital Clinic Bnchmarkin Metric Metric Definition Benchmark Benchmark 212 Cases in Healthcare Finance EXHIBIT 30.2 Selected National Benchmark Data HospitalCinic Benchmark Benchmark Metric Defini media%2F143%2F14318003-d6af-4d5e-b4c6-a8 Cases in Healthcare Finance 214 EXHIBIT 30.3 Selected MRHS Metric Values MRHS Clinics MRHS Hospitals Overall Metrics 26.3 day MILWAUKEE REGIONAL HEALTH SYSTEM Revenue Cycle Management 1. a. Using the template given in Exhibit 30.1, add one additional overall benchmark and one defect benchmark for each of the revenue cycle functions listed. b. Describe each metric in the completed template and provide justification as to why these benchmarks were chosen over the alternatives listed in Exhibit 30.2