The University of Utah Hospital is a research and teaching hospital on the campus of the University of Utah in Salt Lake City, Utah. The encompassing healthcare system provides care for Utahns and residents of five (5) surrounding states in a referral area encompassing more than ten (10) percent of the continental United States.
Since University Hospital opened its doors in 1965, they have grown from a single hospital to an extensive health care system that includes four (4) hospitals and ten (10) neighborhood health centers staffed by 1,000 board-certified University of Utah physicians trained in 200 medical specialties. The hospital was named as the Intermountain West’s first nationally certified Level 1 Trauma Center by the American College of Surgeons in 2001. University of Utah Hospital has won many awards including being named one of “100 Great Hospitals in America” in May 2013 issue of Becker’s Hospital Review.
University of Utah Health Care (“UUHC”) was in the final phase of implementing Epic’s enterprise-wide revenue cycle management suite of applications (e.g., hospital billing, professional billing, registration and scheduling). In addition, UUHC was also implementing a central billing office (“CBO”) and combined patient bill as part of the initiative. The implementation involved thousands of end-users as well as the go-live timing that was strategically planned to avoid the holiday seasons along with seasonality patient volume concerns.
Based upon the organization’s current state as well as requirement to maintain key cash management levels with billing accounts receivables, senior management requested a financial risk mitigation assessment be conducted with strategic and tactical recommendations prior to go-live.
JTS Health Partners performed a financial risk mitigation analysis with an operational plan to follow. Due to the timing, JTS had great support from the client so that collectively both parties could identify key performance indicators that needed to address as well what action plan should follow to support all financial and billing/AR related metrics.
As a result of a successful engagement, UTMC was well positioned with their planned go-live CPOE date, which they met successfully. The mitigation assessment with and inclusive of senior clinical leadership highlighted the areas that needed focus in order to maintain a successful go-live event. Of the most material items accomplished were the communication involvement / effectiveness between key UTMC Clinical Leaders and the Physicians. Other key accomplishments, included:
Revenue Cycle Management – Financial Management – Information Technology (Epic)