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. |