Milestone Five_Recommendations

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Feb 20, 2024

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Running head: MILESTONE FIVE_RECOMMENDATIONS 1 Milestone Five: Recommendations Tina Brown Southern New Hampshire University HCM 415: Healthcare Strategic Management and Policy Professor Rachel Blackwood, MBA, PMP August 4, 2023

MILESTONE FIVE_RECOMMENDATIONS 2 Summary Huntington Hospital (HH) is a 625- bed non-profit hospital that is in Pasadena, California and has outstanding accounts receivable (AR) days of 64 days, which is a key performance indicator for billing and collections (Drabkin & Soule, 2015). Jim Noble, the executive VP- COO/CFO, was not happy with the current AR days for their organization and had a goal to lower the AR days to somewhere in the 50’s (2015), because he recognized that based on HH’s payer mix, where their organization was located, and to achieve the mission and vision of the organization that a different strategic approach had to be taken to achieve the AR goal he wanted (Drabkin & Soule, 2015). A major component of HH’s mission and vision is to provide top quality, patient focused care and services to all their patients through internal and external collaboration with up-to-date technology and honor and respect to all individuals involved in their care (Huntington Hospital, 2023). To accomplish this change, Noble hired Kim Markey as the executive director of revenue cycle for HH’s Business Services Office (Drabkin & Soule, 2015). Noble wanted a manager who was a strategic thinker and not a manager who would come in and continue to focus on doing business the same way. After carefully evaluating the Business Service Office, Markey was able to conclude that the reason HH was experiencing such a high outstanding AR days was a result of a lack of formal written internal policies and procedures, inefficiencies in the processes that were currently in place within the collections department, no formal employee training, and no process in place for employees to suggest methods for improvements. (Drabkin & Soule, 2015). As a previous billing and revenue cycle manager for over 15 years, it is important for Markey to create a specific strategic plan that looks first at the mission and vision of the organization and then the key performance indicators that are important to the overall financial success of the

MILESTONE FIVE_RECOMMENDATIONS 3 organization. Moreover, Markey will also have to keep in mind any external factors that may potentially affect the strategic planning and implementation of her plan. Recommendations: Manager The best course of action that I would recommend the healthcare manager take for the strategic planning to reducing the AR days is to first meet with executives and upper management within HH to ensure that there is a clear understanding of the mission and vision fulfilling the strategic plans that will be implemented (Drabkin & Soule, 2015). After the healthcare manager has met with the executives and a mutual understanding and consensus is reached regarding the strategic planning, the healthcare manager should create a written action plan that is specific to each step throughout the plan, who is responsible for what, when it should be completed, and any necessary resources that may be required to accomplish the goal (Drabkin & Soule, 2015). When employees know and understand what changes are being implemented, why, and feel like they are contributing to those changes, there is more of a buy-in to the strategy and changes taking place within the organization. Employees want to feel as if they belong and are making a difference in their roles within an organization; therefore, including them in the strategic planning and implementation process will help HH achieve their goal of reducing the AR days into the 50’s. According to Drabkin and Soule (2015), employees at HH were already asking for help and coming to their managers with suggestions for improvements, but they were not being heard. A strategic thinking healthcare manager such as Kim Markey would use these specific issues to help with the strategic planning and implementation process and include some of these employees in improving the current processes within the Business Service Office department. Recommendations: Driving

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MILESTONE FIVE_RECOMMENDATIONS 4 To ensure that all the key stakeholders are involved in driving the strategic planning process for HH, I would be sure to have ongoing, regular meetings that communicate the status of each goal. During these meetings, updates to each of the following would be provided: deadlines and goals, any obstacles or additional resources that may be required, feedback or suggestions, and successes. In addition, it is important for the healthcare manager to address any concerns or issues surrounding negativity or lack of continued buy-in regarding the strategic plan and implementation plan. All barriers to success must be addressed and overcome, as well as any potential alternative strategies that should be implemented due to impending changes or circumstances such as a change in a payer contract or a competitor exiting the market. Feedback: Ok, but how do you get key stakeholders involved in and driving the strategic planning process? Go back to Chapter 1 of your text. How does the manager create accountability for staff to correct the problem? Think about how they might measure success. Remember to include evidence (citations and sources). Recommendations: Better Align The HH organization can better align its strategic planning and policy processes with its overall mission and vision by including the employees, their patients, some of their key payers, and providers in establishing potential goals and key metrics. Almost all employees within HH’s organization can offer important information to the planning process based on their interaction with customers, suppliers, competitors, and other stakeholders by performing their work on a daily basis (Moseley, 2018). Strategic planning that allows for employees to be heard and contribute their ideas increases the chances of HH’s mission and vision being fulfilled in the changes within the Business Service Office, as well as achieving the desired outcome of reducing the AR days. If HH conducts patient surveys, surveys can specifically include and identify information needed to help improve the current policies and procedures within the

MILESTONE FIVE_RECOMMENDATIONS 5 Business Services Offices that have an impact on patient billing and outstanding AR days. By including key payers, HH can also identify areas for improvement regarding billing and claims issues that may be impacting their AR days. This information can be used to educate employees, improve their current IT processes, or update current policies and procedures. Lastly, by including providers in the process, HH will gain better insight surrounding any potential issues their providers are experiencing regarding coding, IT systems issues, or other issues that may impact the AR days. Feedback: You are on the right track, but how specifically can the organization better align its strategic planning and policy processes with its mission and vision, especially with regards to the issue. What is the connection between the strategic planning and policy process and the mission and vision specific to this issue you have identified? How might the mission and vision direct managers in how they can correct the issue? Review your textbook around how to measure and obtain results. Remember cite your case study.

MILESTONE FIVE_RECOMMENDATIONS 6 References Drabkin, D. & Soule, S. (2015, July 15). Huntington Hospital (A): Empowering Staff. Stanford School of Business . Case: OB-91(A). https://bcs.wiley.com/he-bcs/Books? action=mininav&bcsId=11121&itemId=1119349702&assetId=450390&resourceId=4394 1&newwindow=true Huntington Hospital. (2023). Introducing Huntington Health. https://www.huntingtonhealth.org/about-us/ Moseley III, G. (2018). Managing health care business strategy. Jones & Bartlett Learning.

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