【正文】 zations, marketing and revenue cycle management staff members collaborate to ensure all information, whether online or printed—such as a brochure or Web page that explains what patients can expect at registration and in the billing and collection process—corresponds with messaging that occurs through patient access scripts and other live munications with patients and patient families. Highperforming organizations also ensure that Web content is prehensive. For instance, charge and/or cost information for specific, more mon procedures may be noted, or patient portals may be available for patients to check on their bill status or to make online most critical elements of effective munications: consistency and clarity. Regardless of the format in which a message is municated to patients— during a conversation when scheduling a procedure, in a brochure, or online—patients are best served when the message remains the same regardless of format (consistency) and when the message is easily understood (clarity). organization’s culture is prised of shared attitudes, values, and goals that are put into practice. These intangible aspects are critical in developing a sense of mission and vision that can noted by one executive with a highperforming revenue cycle organization: “When you don’t have the right culture, you can only tinker around the edges.” Among highperforming organizations, the right culture springs not from establishing the organization’s shared values, but in gaining employee buyin to apply the values to improve performance. Such buyin is cultivated through actions that include recognizing the importance of the revenue cycle at the executive level, garnering appreciation for its importance from finance and nonfinance staff alike, using patient service as a means to connect employees with a sense of purpose, setting high expectations, celebrating successes, and encouraging innovation. HighLevel Revenue Cycle for the revenue cycle needs to exist at the executive level, and not just from finance executives. Leaders in clinical areas, for example, also must understand and appreciate the critical role that financial performance plays to support care delivery. When leadership in all areas of the organization make the revenue cycle an organizational priority, high performance is from nonFinance revenue cycle organizations achieve excellence by involving the entire organization. Finance cannot and does not go it alone. For employees from throughout the organization to support a highperformance revenue cycle, education is key. Whether such education is provided through a class, training manuals, or shadow opportunities, highperforming hospitals understand the value of ensuring that nonfinance employees, too, understand the revenue cycle and their role in supporting revenue cycle functions. Source: Laura J . Merisalo, 2020. “Strategies for Success”. The Newsletter for Health Care Registration Professionals, ,November,. 譯文 ： 成功策略 醫(yī)院想要取得高績(jī)效的 原因多種多樣 。 local, state, or federal medical assistance programs。在這個(gè)問題上 ,我們強(qiáng)調(diào)確定最佳實(shí)踐領(lǐng)域的研究人員的度量標(biāo)準(zhǔn)、通訊、文化。 但具體的度量標(biāo)準(zhǔn)和執(zhí)行報(bào)告的格式和細(xì)節(jié)可能會(huì)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(jī)效的組織。 非傳統(tǒng)的度量標(biāo)準(zhǔn) 。因此 ， 高績(jī)效的組織經(jīng)常查看的利率營(yíng)業(yè)額的度量 ， 因?yàn)檫@是一種元素 ， 它影響財(cái)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(xiàng)目 則 需要改進(jìn)。高績(jī)效的醫(yī)院 ,依靠一個(gè)集中的電話服務(wù)中心調(diào)度設(shè)置一個(gè)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%。 此外 ,高績(jī)效的組織提供 財(cái)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(fù)面影響 ,患者的財(cái)