Proactive Strategies Help Organizations Stay Competitive

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By Terri Wimms, MSN RN 
Chief Administrative Officer, Visiting Nurse Association of Ohio
Members of a home health organization reviewing paperwork

Like nearly all home health organizations, Visiting Nurse Association of Ohio has been faced with increasing competition, higher costs and lower reimbursements. But instead of entrenching and hoping the worst blows over, our organization has undertaken proactive strategies to play up our strengths and shore up our weaknesses.

Our organization is closely monitoring and managing key performance indicators through the development of enhanced reporting tools, scoreboards and dashboards. We have improved our revenue cycle management, are evaluating our intake/admissions and finance functions, and reengineering processes to improve financial performance and employee productivity.

By managing documentation completion and timeliness, the organization has significantly improved our cash flow. While some changes have increased personnel costs (i.e. management of Face to Face), those costs have been offset by efficiency improvements.

VNA of Ohio serves thousands of patients and families throughout Northern and Central Ohio. We are continuously leveraging referral partners and service offerings, while looking for ways to cultivate relationships. Toward this effort, we have:

  • Refreshed our telehealth and chronic disease management services
  • Created new therapy offerings focusing on lymphedema, low vision, difficulty swallowing/speaking and other therapy services marketed specifically to orthopedists
  • Partnered with other home health organizations to care for mental health clients; we have 800 plus mental health clients in our daily census.
  • Set up mobile interdisciplinary team (IDT) conferences with physician groups
  • Created Caregiver Concierge, a private pay program that supports caregivers

An internal review of processes and programs, involving our board of directors and executive leadership, has led the organization through the strategic plan development phase. During implementation, top executives have served as team leaders, with directors, clinical managers and staff working on specific projects.

Working within this framework improved the awareness of innovation opportunities within each department and brought sales and clinical teams closer together.

We have learned that improving the revenue cycle, identifying process improvements and bringing new services into the market isn’t a one-and-done proposition. We are actively exploring additional opportunities to create revenue that is not tied to Medicare and Medicaid reimbursements, including possibilities for expanded managed Medicare contracting, administrative support services for other organizations, and extended private pay services.

Learn more about VNA of Ohio’s home health and hospice services, or call 877.698.6264 today.

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