Gina Tolbert Promoted to Revenue Cycle Manager

Regent RCM promotes from within, strengthening its position as a leading provider of cost-effective billing and collection services for ambulatory surgery centers in the United States. Gina Tolbert has been promoted to Revenue Cycle Manager.

“As we grow our team to drive our business forward, we remain dedicated to serving our clients with excellence and optimizing their revenue cycle at every turn,” says Erin Petrie, VP of Regent RCM. “Since joining our team, Gina has showcased her leadership abilities and consistently achieved the goals and metrics that we strive for as a partner to our ASC clients. She is an incredible teammate and asset.”

Tolbert was recently awarded a R.I.S.E. Stewardship award. This recognition highlights her passion for mentoring others to promote their personal and professional growth and underscores her ability to surpass expectations while leading a team of revenue cycle specialists and performing audits to ensure key performance indicator goals are met.

“We will continue our search for the best talent and develop our team to bring value to our partner ASCs,” adds Petrie. “Gina brings deep experience to her role and her skills complement our team as we rise to the challenges ahead and take our company to the next level.”

Regent RCM’s services optimize ASC workflow and processes and generate real-time analytical dashboards that are critical to assessing an ASC’s financial health. Regent RCM consistently outperforms industry benchmarks allowing ASC managers to focus on high-value activities. Click here for more Regent RCM News & Insights.

How Our Dedicated Staffing Benefits Centers & Patients

Regent RCM is committed to improving the financial health of all the ambulatory surgery centers (ASCs) we serve and our dedicated staffing benefits centers & patients.

Our team has deep knowledge of the entire revenue cycle, from payment posting through payer follow-up, and we use our experience to find solutions to our partner centers’ pain points.

Regent RCM’s Dedicated Staffing

One solution that sets Regent RCM apart from other billing and collection service providers is our dedicated staffing model. Regent RCM assigns one revenue cycle specialist to manage a center’s complete revenue cycle, from start to finish. This specialist becomes an expert in the account, delivering exceptional and detailed service. Regent RCM’s revenue cycle supervisors also oversee high-level operations for a small group of ASCs.

Other companies divide the revenue cycle into tasks delegated to different people –with one employee managing charge entry, and several employees handling payment posting and accounts receivable for all centers.

“Our staffing model is definitely our differentiator,” said Erin Petrie, Regent RCM’s Director of Revenue Cycle Management.

“Our centers appreciate that they have a contact who knows everything about their revenue cycle. When centers need information, they don’t have to talk to four or five people who each managed one piece of a claim; they can just ask one person. And our team of revenue cycle specialists and supervisors have insight into the big picture: overall trends with payers, AR problems, or reasons cash flow is light.”

Partner centers benefit because they build strong relationships with the professionals working on their accounts. And patients receive better service when they have questions about a claim; they can speak directly to the person in charge of the revenue cycle, instead of being transferred to multiple people in an organization.

Our Hiring Philosophy

When hiring new team members at Regent RCM, we look for candidates who demonstrate technical knowledge, industry expertise, and our RISE corporate values (Respectful Caring, Integrity, Stewardship, and Efficiency). Successful candidates are also self-directed, proactive, and persistent. They know how to manage day-to-day and long-term account operations, and they are willing to work tirelessly to get the best outcomes for a center.

“We want someone who shows initiative and dedication; we make sure that whoever we assign to cover each center is really an extension of that center’s staff,” said Petrie.

“They’ll be here working every day to make the revenue cycle run smoothly. Because they’re responsible for the full cycle, they’ll notice trends with payers and denials, and know how to get timely payments. Often the biller is so in tune with the center’s revenue cycle that they can spot a code that a particular payer will deny. And they’ll go back to the coder to get the appropriate code, eliminating denial before the bill even goes out. That’s what we strive for.”

Learn more about Regent RCM’s services.

Regent RCM Logo

Regent Revenue Cycle Management Expands Service Infrastructure; Ensures Dedicated Staffing

Regent Revenue Cycle Management (Regent RCM), a leading provider of innovative, cost-effective revenue cycle management services exclusively for Ambulatory Surgery Centers (ASC) in the U.S., announced today that the company is investing in new talent to provide seamless service delivery to a growing customer base.

The company has hired Ivette Gomez to serve as Revenue Cycle Specialist.  In this role, Gomez will handle billing, payment posting, and accounts receivable for her surgery center, while delivering high-value and high-touch customer service to ASCs.

“Dedicated staffing is essential to achieving patient satisfaction and revolves around a team that possesses an all-inclusive knowledge of the revenue cycle,” said Michael Orseno, Regent RCM Vice President. “Ivette is a wonderful addition to our team and I’m certain her contribution will benefit our clients and enable us to continue to outperform industry benchmarks.”

Gomez will be responsible for a center in the Southeast. She previously served as Senior Reimbursement Specialist at Midwest Orthopaedics at Rush. In this position, Gomez followed-up on outstanding claims and performed reimbursement audits to ensure payments matched contracts and fee schedules.

“I am pleased to begin my new career at Regent RCM,” said Gomez. “There is an incredible team in place, and I’m truly excited to share ideas with them. Together, we will continue to provide the best solutions for our centers and their patients.”

Regent RCM’s services optimize ASC workflow and processes, and generate real-time analytical dashboards that are critical to assessing an ASC’s financial health. Regent RCM consistently outperforms industry benchmarks allowing ASC managers to focus on high-value activities.

Reasons to Outsource

Top 6 Reasons to Outsource RCM – Part Two

Why is the revenue cycle management (RCM) market projected to experience a 12 percent uptick in growth through 2021? Two primary forces are at play: Value-based care’s emphasis on improving quality while reducing costs, and the increased complexity that comes with a more accountable organization. Ambulatory surgery center (ASC) leaders see the need to achieve real transparency, predictability, and performance, and outsourcing RCM is the ideal way to increase cash flow, cut costs and optimize their centers’ revenue cycle.

In a two-part series, we identify the top six reasons for outsourcing RCM. The first blog focused on expertise, technology and staffing. This second installment focuses on transparent reporting, legalities and location-specific savings.

  1. Transparent Reporting. While ASCs often lack the necessary expertise, technology and resources, or time needed to devote to transparent measurement and reporting, outsourcing these processes offers access to the tools and expertise needed to analyze the data and track changes in financial performance. Expertise with third party reporting software allows revenue cycle experts to pull specific reports to find the root cause of a problem. For example, outsourcing RCM can help determine what it means if an ASC has either a very low or very high percentage of A/R over 90 days. The center can then take steps to correct course.
  2. Keep up with rules and regulations. Never has it been so important to stay abreast of healthcare laws and regulations. ICD-10, for example, is constantly re-shaping coding, and ASCs must stay ahead of the curve. But centers also have numerous otherpriorities that must be completed, and new regulations can fall through the cracks. Outsourced RCM vendors, by the nature of their business, proactively keep tabs on industry laws and regulations.
  3. Save space to enhance revenue. Outsourcing RCM can create added space within a facility, and the extra square footage can be used to enhance value added aspects of the business. More testing equipment can be brought in for example, enabling services that create an increase in revenue. Outsourcing RCM frees up physical space in an ASC, and that can give centers the opportunity to add new services, which can be beneficial financially.

Are you considering outsourcing to optimize your center’s revenue cycle? We are available to your answer questions and discuss if a revenue cycle evaluation makes sense for you. 312-882-7228.

If you missed part one, read it here.

revenue cycle management

3 Secrets to Successful ASC Revenue Cycle Management

Effective ambulatory surgery center (ASC) revenue cycle management can be hard to achieve, particularly as internal and external forces exercise their influence. According to Regent RCM’s Director of Revenue Cycle Management Erin Petrie, ASCs that pay attention to three key success factors are well-suited for the challenge.

“The first key success factor is driven by the healthcare industry’s shift toward value-based care,” Petrie says. “While assuming reimbursement risk from payers along with the responsibility to provide quality care has created some uncertainty and challenges for ASCs, managed care is in better hands. ASCs are equipped to both deliver quality care and manage costs more effectively than insurance companies ever were. But to be successful in revenue cycle management (RCM), ASCs need to become more adept at both managing costs and collecting additional revenue directly from patients, many of whom have selected healthcare insurance plans with lower premiums but higher deductibles.”

Another factor is also closely related to the evolution of value-based care. While many ASCs are succeeding at streamlining procedures and costs for procedures new to out-patient treatment, such as total joint replacement, payment bundling and reimbursement declines introduce new pressures. For example, payers are beginning to scrutinize payment of high-cost implant procedures and are driving a hard bargain when it comes to bundled payment agreements. As ASCs assume leadership of these bundles, a second key success factor is careful negotiation along the way. “You need to be diligent – check your costs, factor in economies of scale but also account for patient-driven variation, and renegotiate contracts annually,” Petrie suggests.

A third way to ensure successful RCM is to optimize business office staffing. “The best-run ASCs make sure their RCM staff is motivated and incentivized to aggressively pursue revenue, rather than just remaining content with the status quo,” Petrie says. “If an ASC’s staff is accepting only what the insurer pays and not fighting for what the center is contractually entitled to or higher than ‘usual and customary,’ that particular facility may be leaving a lot of money on the table.”

The Importance of Regent RCM’s Dedicated Staffing Model

Part one of a four-part series examines Regent RCM’s mission to improve the ASC revenue cycle service model

Dedicated exclusively to ambulatory surgery centers, Regent Revenue Cycle Management (Regent RCM) has built an innovative engagement model that leverages the latest industry technology and workflows. “Because we are in the trenches with our partner centers, we know their pain points and we know how to solve them,” said Michael Orseno, Vice President of Revenue Cycle. “Our unique revenue cycle management (RCM) model successfully lowers RCM costs, improves results, and increases patient satisfaction.”

The model is defined by four components:

  1. Dedicated Staffing
  2. Efficient Automation
  3. Real-time Reporting
  4. Industry Expertise

This first of a four-part series reviews the importance of Regent RCM’s dedicated staffing model designed to provide consistency, transparency and accountability.

“In order to provide the highest level of patient satisfaction, we knew we had to have a dedicated team that possessed an all-inclusive knowledge of the revenue cycle,” said Orseno. “Regent RCM understands that one action in the revenue cycle affects all others.”

Regent RCM’s dedicated team includes a revenue cycle supervisor who manages the revenue cycle specialists. Supervisors have expertise across the entire spectrum of ASC revenue cycle from payment posting and billing, to patient and payer follow-up.

Only revenue cycle veterans are hired by Regent RCM, and each supervisor has 10+ years of industry-specific experience. These supervisors leverage their industry acumen to become an integral part of Regent RCM’s business office team – monitoring and reporting on revenue cycle health for each ASC client, and using a series of benchmarks and KPIs in order to ensure optimal results.

Regent RCM implements thorough development and training programs to make sure the team stays ahead of ongoing industry changes and updates. “In addition to having dedicated professionals assigned to each account, we have redundancies in place including succession and contingency plans,” said Vianca Bautista, Revenue Cycle Supervisor. “Our staffing model ensures the financial health of a center, no matter what happens.”

Contact us to learn more about dedicated staffing or to speak with a revenue cycle team member, and stay tuned for the next blog in our four-part series: Efficient Automation.

Regent RCM Employees

Regent RCM Hosts Business Office Manager Conference

Regent RCM recently hosted a Business Office Manager Conference April 12-13 in Lafayette, California. Ambulatory Surgery Center (ASC) business office managers from Alaska to Florida were in attendance.

“It was great to have so many managers in one room all sharing ideas and best practices, while learning from industry leaders and innovators,” stated Regent RCM Vice President Michael Orseno. “Our partners from Regent Surgical Health, including Founder and CEO Tom Mallon and Vice President of Risk Management and Clinical Operations Kathy Bernicky, were also on hand and weighed in with their industry insights and expertise and addressed a variety of ASC specific questions from the attendees.”

Regent RCM slated an information-packed conference with speakers from ZirMed, Surgical Notes, MedTek, HSTpathways and MedHQ, as well as CEO Mallon.

The keynote address was delivered by Delise Crimmins, partner with Redline Leadership Associates. She shared her deep experience and highlighted the importance of leadership for business office managers in the ASC setting.

“I’m so glad I got to attend the conference this year,” said Diane Ethan, business office manager at Plaza Surgery Center in Portland, Oregon. “From leveraging technology, to understanding new ASC revenue cycle benchmarks, and measuring the health of our ASC, this conference was time well spent and I’m thrilled to have had the opportunity to connect with and learn from my peers in the industry.”

In addition to sharing industry insights and information, Regent RCM also honored employees at this year’s conference. Sue Campbell, business office manager at Knightsbridge Surgery Center in Columbus, Ohio, received recognition and a special retirement gift in honor of her service. Rachel Caksackkar from The Center for Specialized Surgery in Ft. Myers, Florida was awarded the 2016 Business Office Manager of the Year award for her outstanding performance and her dedication to improving all pertinent ASC revenue cycle metrics during the past year.

The Business Office Manager Conference was held in conjunction with the HSTpathways user’s conference where Regent RCM Director of Business Development Ed Tschan and Revenue Cycle Supervisor Leslie Favela shared their extensive ASC revenue cycle knowledge with specific attention to staffing, standardized workflow processes, automation and technology. They also discussed nine ASC revenue cycle benchmarks aimed at dispelling myths, and outlined which benchmarks stand on their own and which ones are affected by outside forces.


(Front Row)

Nick George – Knightsbridge

Sherrie Wiseman – High Plaines

Amanda Mellott – High Plaines

Kari Sroka – ISMOSC

Rachel Caksackkar – TCSS Ft. Myers (2016 BOM of the Year)

Sandy Lagunas – Regent

Tanya Ramirez – Lodi

Vicki Webb – Reno

Sue Campbell – Knightsbridge

Mary McGill – Palos

Linda Reid – RWJ Endo

Vianca Bautista – Regent

Leslie Favela – Regent

(Back Row)

Mary Kearns – Glasgow Medical Center

Michael Orseno – Regent

Diane Ethan – Plaza

Kathleen Fischer – Andrews Institute

Joan Vassilogambros – Midland

Susan Bryson – Wasilla

ASC Revenue Cycle Benchmarks Defined

Regent RCM Webinar Addresses Optimal ASC Office Staffing

Why Regent RCM’s standard of 1.5 fulltime business office employees (FTEs) per 1,000 cases is ideal.

In the first of a three-part webinar series, Vice President Michael Orseno explained Regent RCM’s exclusive benchmark on optimal business office staffing models.

In addition to a business office manager, office staff includes receptionist(s), biller(s), collector(s) and coder(s), as well as personnel dedicated to insurance verification, patient financial counseling and scheduling.

The Regent RCM gold standard, developed after several years of collecting data from ASCs, is 1.5 FTEs per 1000 cases. Data from 2010 to 2014 showed that busier centers operated more efficiently in terms of staffing, while staff at less busy centers were underutilized.

When center administrators are struggling to determine if staffing is contributing to or working against a healthy revenue cycle, Orseno addressed three critical questions:

  1. Are appropriate staff in place to perform needed tasks?
  2. Are policies and procedures being implemented to promote workflow productivity?
  3. Is the center utilizing advanced technology that will drive efficient operations?

“Addressing inefficiencies that arise from answering these three questions is a fundamental first step to optimizing staffing,” said Orseno, who concluded the webinar by answering several listener-generated questions.

The most popular questions came from attendees requesting information on how and when to justify outsourcing revenue cycle management. Orseno advised taking a close look at business office functions and performing a business office audit aimed at identifying inefficiencies. If it is not possible to do this in-house, Orseno advised hiring an outside firm.

Click here to listen to the full webinar. Click here to learn more about the next two webinars and register here.

Revenue Cycle Management Coffee

Optimal Business Office Staff per 1,000 Cases

Why Regent RCM’s standard of 1.5 full time employees (FTEs) per 1,000 cases is the ideal.

In a recent post, Regent RCM detailed six key performance indicators (KPIs) that will help an ambulatory surgery center (ASC) gain visibility to core issues within the revenue cycle plus offer comparative analysis/benchmarking with other ASC’s. The following post examines one of the most sought after metrics, business office staff per 1,000 cases. This Regent specific metric is a customized efficiency benchmarks including staffing for revenue cycle.

Smart staffing is an integral part in gaining more control and efficiency over the revenue cycle. Regent RCM conducted a study from 2010 through 2014 to assess the number of business office FTE’s per 1,000 cases. The Regent RCM average in 2010 was 1.85 FTEs per 1,000 cases from all the facilities studied. By 2013 and 2014, the average had dropped to 1.5 – in four years, the ASCs with Regent RCM saw an efficiency gain of a third of an FTE per 1,000 cases.

When it comes to RCM, experience is critical to managing evolving complexity and accurate decision making. Regent RCM optimizes process, workflow, and technology to drive the most efficient outsourcing model in the industry.

Click here to try Regent RCM’s ROI calculator and determine whether or not your ASC can benefit from outsourcing RCM. For more information on Regent RCM call 312-882-7228.

Billing and collections analysis

Tips to manage a successful ASC business office staff

In order to run a successful and profitable ambulatory surgery center, it’s important that your business office staff is effective, efficient and understands the intricacies of ASC-specific billing and coding. Hiring the right revenue cycle specialists plays a key role in the center’s financial health. Here are some tips to help you manage a productive business office staff.

ASC experience

Hiring billing and coding staff members who not only have healthcare experience but ambulatory surgery center experience can positively impact the effectiveness of your business office. Be sure to ask specific questions about ASC experience, expertise and knowledge during the interview process to ensure that each of your revenue cycle specialists understands how to leverage technology, optimize coding and reimbursement and how to monitor ASC-related key performance indicators (KPIs).

Perform internal business office audits

To fully understand how your business office is operating, it’s useful to perform an internal audit to make sure coding is being done correctly, full reimbursements are being collected and KPIs such as AR days and revenue are at least meeting, if not exceeding, industry benchmarks. If there are any problem areas, the business office audit will bring them to light and a plan of attack can be determined to correct any issues.

Meeting with billing and coding staff

In addition to running bi-annual internal business office audits, it’s also useful to meet with your billing and coding staff at least once a month. These meetings allow you to check in on the productivity of your staff, and it provides revenue cycle specialists a time to discuss pain points and problem areas they are facing. If KPIs are moving in the wrong direction or your center has been receiving negative patient feedback, you can use these meetings to not only talk about when and how these issues arose, but you can also formulate a plan to solve them and keep your ASC financially healthy.

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