Manager Revenue Cycle/Business Office -Hospice Of Cincinnati

Job Overview:

Manage all aspects of the Business Office of the Hospice of Cincinnati. Those principal accountabilities include: Oversee billing staff's accurate, efficient, and timely billing and collections of patient accounts. Oversee AP staff's accurate and proficient accounts payables activities. Manage and thoroughly cross train all duties with the Billing, AR, and AP Specialist already in place. Conduct and spearhead critical analysis and reconciliations of all AR and AP projects and close monitor of budget vs. actual results. Generate daily, weekly, monthly, and ad-hoc statistical and financial reports. Create ad-hoc client analysis and specialized invoice submission and form requirements. Assist with managed care and vendor contracts for Hospice. Assist Finance department with external and internal audit. Spearhead regular, open communication and standard meetings with HOC Managers to discuss billing and AR information. Keep abreast with and incorporate billing regulatory requirements into HOC practice. Collaborate with Information System staff to ensure system capabilities meet billing requirements. Must be able to perform a variety of tasks under stressful conditions with frequent interruptions. Must have the ability to concentrate, set priorities, make decisions and effectively direct the work of others. Overseeing billing staff's accurate, efficient, and timely billing and collections of patient accounts. Manage and support supervisor in daily AR and AP functions.

Job Requirements:

Associate's Degree

Equivalent experience accepted in lieu of degree

Thorough knowledge of medical billing processes

5-7 years experience in a related field

2-3 years experience Supervisor/Lead

Job Responsibilities:

Accurate, timely and complete billing in accordance with regulations.

Billing activities supports a clean audit.

AR activities results in minimization of bad debts

Other Job-Related Information:

Direct Report FTEs = 3-9

Working Conditions:

Climbing

• Rarely

Hearing: Conversation

• Consistently

Hearing: Other Sounds

• Frequently

Kneeling

• Rarely

Lifting 50+ Lbs.

• Rarely

Lifting <50 Lbs.

• Occasionally
  Pulling

• Rarely

Pushing

• Rarely

Reaching

• Rarely

Sitting

• Consistently

Standing

• Rarely

Stooping

• Rarely

Talking

• Consistently

Use of Hands

• Frequently

Color Vision

• Occasionally

Visual Acuity: Far

• Frequently

Visual Acuity: Near

• Consistently

Walking

• Frequently

Leadership Performance Standards

TriHealth leaders create a culture of engagement, safety & reliability and high performance by consistently modeling and utilizing the following TriHealth Way leadership competencies, tactics and ALWAYS Behaviors to drive strategic pillar results:

Achievement of Annual Pillar Goals:

1. Safety/Quality, 2) Service, 3) Growth, 4) Culture/People, 5) Finance

Leadership Competencies:

TriHealth Way of Leading

TriHealth Way of Serving

Transformation Change

Drive for Results

Build Organizational Talent

Leadership Tactics:

Conduct department huddles. Generally, clinical departments hold daily huddles, non-clinical hold weekly huddles.

Regularly Round on Team Members, using questions from the rounding log.

• 25 or fewer team members = monthly
• 26-50 team members = every other month
• 51+ (and optional team members) = quarterly

Lead monthly team meetings using meeting agenda template; review stoplight report; cascade key leadership messages.

Model, coach and validate team members' use of TriHealth Way behaviors (AIDET + Promise, Always Behaviors and Always HEARD).

Recognize team members for safety wins, positive performance and demonstrating SERVE and ALWAYS behaviors, TriHealth Way of Leading, Serving and Delivering Care.