【正文】 tap are those that relate to the bottom line but are not financial data driven. For example, patient satisfaction measures are among the nonfinancialbased metrics used by high performing organizations to make a case for change that will ultimately impact financial performance. Although measuring patient satisfaction is not new and certainly is a traditional measure of overall performance, highperforming hospitals rely on this metric in a non traditional way, as it colors achievement in the financial realm. Another example of a nontraditional metric that impacts effective revenue cycle performance is the employee turnover rate. The reason: Reducing employee turnover is important to achieve high performing revenue cycle management goals, as continuity is a factor in the success of largescale revenue cycle initiatives. Thus, highperforming organizations often examine turnover rates as a metric, as this is an element that factors into financial results, and, thus, is an important albeit nontraditional metric used in making， the business case for initiatives for improvement. Consumers’ Perspectives,Highperforming organizations are taking consumer perspectives as gleaned through patient satisfaction surveys to new levels, seeking to improve the specific satisfaction measures used and the timing of gathering patient satisfaction data. Traditionally, patient satisfaction data are gathered after the patient’s visit to the facility but before the patient A critical ponent for success in any endeavor is effective munication. Highperforming revenue cycle hospitals recognize the critical role of munication and place a great emphasis on effective munications with patients and their families. Of particular note for patient access professionals is that researchers found that high performing revenue cycle hospitals focus on ensuring effective patient munications begin up front, at patient access, and continue through the billing and collections process. Specifically, highperforming organizations focus on munications that support a positive scheduling and registration experience, provide patients with an estimate of their financial obligations, publicize financial assistance options, provide clear and simple billing and collections materials, and establish consistent external revenue cycle organizations recognize that a key to supporting a positive scheduling and registration experience for patients is to minimize redundant interactions. Among the patient access best practices cited by highperforming organizations to curb registration redundancies are: streamlined registration process for all areas provided through centralized scheduling。 local, state, or federal medical assistance programs。 然而 ,高績效 的組織都有一些共同的特點 ， 按照醫(yī)療保健財務(wù)管理協(xié)會的特別報告 ， 一個高性能的策略收入周期 ， 的基礎(chǔ)上 ,研究的范圍涉及到病人友好的帳單項目。在這個問題上 ,我們強調(diào)確定最佳實踐領(lǐng)域的研究人員的度量標(biāo)準(zhǔn)、通訊、文化。不管有多困難的情況可能會出現(xiàn) ， 情況是有可能得以改善的 ， 可以達到驚人的進步在相對較短的時間里 ， 研究人員發(fā)現(xiàn)圖表 可以清楚地表示 持續(xù)改進的一門課程收益 ，可以看出 需要判斷 的能力 和 需要改進的地方、以及有能力繼續(xù)實施過程的監(jiān)控和性能用相關(guān)的收入周期績效指標(biāo)。 但具體的度量標(biāo)準(zhǔn)和執(zhí)行報告的格式和細節(jié)可能會有所不同 ， 有三種類型的度量標(biāo)準(zhǔn)領(lǐng)域的共享的高績效的組織。及時審核和報告的性能度量 非常重要。 非傳統(tǒng)的度量標(biāo)準(zhǔn) 。在非傳統(tǒng)的度量標(biāo)準(zhǔn) ,高績效的醫(yī)院 有 那些底線 ,不是財務(wù)數(shù)據(jù)推動的。因此 ， 高績效的組織經(jīng)常查看的利率營業(yè)額的度量 ， 因為這是一種元素 ， 它影響財務(wù)結(jié)果 ， 因此是一種重要的雖然非傳統(tǒng)的度量 ， 而 用于制造業(yè)務(wù)的項目 則 需要改進。 設(shè)置一個重視有效的溝通和病人和他們的家屬特別值得注意的專業(yè)人員對病人訪問 的專業(yè)人員，是高績效醫(yī)院的一個好方法。高績效的醫(yī)院 ,依靠一個集中的電話服務(wù)中心調(diào)度設(shè)置一個目標(biāo)回答 ， 80%于二十秒內(nèi)的電話呼叫放棄并保持利率則不到 5%。 宣傳財政援助 。 此外 ,高績效的組織提供 財務(wù)人員 協(xié)助患者 ,包括帳單和收藏查詢或能代表遇到什么問題的患者與納稅人帶來負面影響 ,患者的財務(wù)責(zé)任。 高績效的收入周期 是 追求卓越的