Delivering results for your success

Deep industry knowledge, meaningful insights and innovative ideas. That’s what we deliver.

Check out the following examples.

Case Studies
Bundling Payments

Getting a billing strategy to play nice with Medicare and commercial patient populations.

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Patient Financial Communication Strategy

Better communication helps a large hospital system reduce debt and improve relationships.

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Teaching Hospital Financial Improvement

“Lower our costs, increase our financial performance, but don’t touch our high level of care.”

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PBM + Health Data Visualization

How we helped a large, successful PBM become more than a large, successful PBM.

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Healthcare Patient Experience and Value

An updated billing strategy does wonders for the patient payment experience.

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Technology

Using our PeopleSoft expertise to transform the very core of HR.

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Large Dataset Visualization

Getting a billing strategy to play nice with Medicare and commercial patient populations.

See case study »
Bundling Payments
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Background
Obsolete software

A large orthopedic group was bundling their payments for certain procedures in their medicare and commercial populations. The group’s engagement included all care before and up to 90 days post visit. They had begun rapidly increasing market share in both populations and procedures. As a result, their existing billing technology, including patient tracking, became increasingly inadequate as they tried to meet future program needs and goals.

Solution

Element partnered with the clinicians and financial operators to create a technology workflow highlighting best practices throughout the entire patient bundled procedure. This included pre-assessments, patient intervention worklists and advanced reporting. The technology includes easy to access tracking and required touchpoints by Medicare. Element consultants partnered with clinicians to leverage their best practice for patient optimization on every bundled patient.

Results
Calendar with goal circled

Implemented care management documentation, worklist and risk assessment tool. Tool links clinical data and financial outcomes for each bundled procedure. Driving users to proactively make clinical interventions during entire episode for only value driving activities. The technology was found to be so helpful, it was created for Medicare, commercial and combination Medicare/commercial patient populations.

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Patient Financial Communication Strategy
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Background
Group of hospitals

A large, multiple hospital system was having difficulty explaining outstanding balances to its patients. Communication was fragmented and confusing, leading to a significant rise in bad debt. With $700M in net patient revenue split between government programs and a commercial population, the system needed help.

Solution

Our consultants met with staff members and discussed gaps in the financial communication process. They embedded themselves into multiple departments of the revenue cycle, including ER, Pre-Service, Financial Counseling and Elective Services. After discussing findings with leadership, we created an entirely new financial communication direction, one focused on education rather than collection, to improve financial conversations both at the time of service and before. All financial counselor and registration staff were then trained to implement the new directive.

Results
Positive user feedback

After implementing the new communication process, our client received immediate, positive feedback from patients and staff as HCAHPS Patient Satisfaction financial understanding scores increased 10%. Element consultants also established reporting metrics to enable leadership to track progress of new communication practices and completed an HFMA webinar that reinforced their best practice communication strategy.

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Teaching Hospital Financial Improvement
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Background
Graph showing decreasing net income before

One of the most respected hospital teaching institutions in the country, with more than 12,000 cases and 38,000 case hours budgeted per year, faced lower net income from flat revenues and increasing costs. The organization had an urgent need for better financial performance while maintaining a very high level of patient care in its specialty areas.

Solution
Magnifying glass looking for solution

Element Consulting started with a bottom-line analysis of the organization to identify specific opportunities to lower costs and increase revenue. The results suggested that, with the right approach, a 10% increase in revenue and 8% ongoing reduction in expenses could be reached. Our consultants capitalized on opportunities that would yield the greatest estimated benefits and returns. To that end, they created Bottom-line Teams of client employees led by Element staff. These teams defined goals and re-engineered or outsourced costly processes, reducing or eliminating many internal expenses.

Results
Graph showing increasing net income now

Our action plan significantly increased our client’s financial performance while maintaining the highest level of patient care. To ensure this, we established clear, repeatable processes that our client’s staff could follow for ongoing success. We achieved our goal of 10% increase in revenue and exceeded 8% reduction in expenses.

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PBM + Health Data Visualization
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Background
Prescription and pills

In order to build their reputation and revenue potential, our PBM client wanted to offer a consultative reporting solution to their Carve-Out Clients. They needed a way to utilize their existing internal analytical capabilities to create a synchronization story by leveraging big data. And they needed to do it in a way that gave them a competitive advantage.

Solution

Once engaged, our first step was to bridge partnerships across our client’s organization to streamline data sources. This massive amount of data then needed to be packaged into something marketable. To that end, we produced interactive tableau dashboards. This tool helped the PBM account executives upsell consulting services to plan administrators using highly focused data visualization that included:

  • Cost Per Member Per Month
  • Cost by Major Service Category
  • Therapeutic Drug Class Drill Down
  • Population Metrics Drill Down
Computer with custom software
Results

Following our engagement, the PBM and Health Data were fully and successfully synchronized, with a “go-live” date scheduled for 1/1/16. We established an executive steering committee to manage ongoing enhancements and upgrades to our client’s new tools, and an initial pilot client group comprised of 20,000 lives reported overwhelmingly positive feedback as a direct result of our client’s new high-value data reporting abilities.

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Healthcare Patient Experience and Value
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Background
Person confused by billing

Our healthcare client’s billing strategy had remained the same for some time, even though the patient consumer model was becoming more complex. As a result, patients were confused with the billing process. This slowed their payments so much, with total patient payment at $150M per year, our client’s bad debt had reached $51M.

Solution

With 35% of our client’s patient payments occurring online and the remainder paper-based, Element Consultants started by using paper-based communication to drive messaging about quick and easy payment choices with an online focus. We then turned to their website to create a more friendly user experience by minimizing steps for payment with a combination of QR Codes, PayMyBill and Payment Plans. We segmented our client’s patient population and developed a targeted outreach program. Finally, the payment model, now based on measurable metrics, was tied directly to financial performance.

Results
Graph showing decreasing bad debt Graph showing increasing monthy revenue

In the first five months of 2015, our client experienced a 26%, or $4.3M reduction in bad debt from the first five months of the previous year. Patient cash collections rose by 13%, or $6.4M, and one month after statement changes went into effect online, cash collections rose an astonishing 42%.

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Technology
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Background

Our client, a major metropolitan academic medical center and public hospital, wanted to transform the infrastructure of their Human Resources organizations without weakening their customer focus and cost-effectiveness. They also wanted the new setup to give them more and better employee information. To get this transformation done, they needed help launching and managing PeopleSoft modules that included Human Resources, Base Benefits, Benefits Administration, Payroll, Time and Labor, eProfile, ePay, eBenefits and eRecruit.

Solution

Element Consulting was brought in as the Program Director to manage the direction and scope of the entire project. This included project leadership, project staffing and technical resources to support the PeopleSoft HCM implementation as well as operations and support of Phase I Financial and Supply Chain implementation.

Computer with custom software
Results

Our program management of the PeopleSoft transformation was textbook. We met every client milestone, remaining on time and on budget for every phase. The success led to ongoing support of the project and additional project work.

Results infographic
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Large Dataset Visualization
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Background
Obsolete software

A large orthopedic group was bundling their payments for certain procedures in their medicare and commercial populations. The group’s engagement included all care before and up to 90 days post visit. They had begun rapidly increasing market share in both populations and procedures. As a result, their existing billing technology, including patient tracking, became increasingly inadequate as they tried to meet future program needs and goals.

Solution

Element partnered with the clinicians and financial operators to create a technology workflow highlighting best practices throughout the entire patient engagement. This included pre-assessments, patient intervention worklists, and advanced reporting. The technology included easy-to-access tracking and required touchpoints by Medicare. Element consultants partnered with clinicians to leverage their best practice for patient optimization on every bundled patient.

Results
Calendar with goal circled

The December, 2015 go-live date was met on budget, with all clinical success tracking measures completed and operating. The technology was found to be so helpful, it was created for Medicare, commercial and combination Medicare/commercial patient populations.

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