Boston, MA
Westin Boston Waterfront
Nov. 2-3, 2017

Joann Barnes-Lague

Revenue Cycle Manager
Shields Health Care Group

Joann Barnes-Lague is the revenue cycle manager at Shields Health Care Group, working with more than 30 hospitals across Massachusetts, New Hampshire, and Maine. She has been at Shield Health Care Group since 1998, demonstrating strong technical and business qualifications with an impressive track record of more than 15 years of hands-on experience in strategic planning, business unit development, project and product management, and system engineering strategies. She has demonstrated a proven ability to successfully analyze an organization's critical business requirements, identify deficiencies and potential opportunities, and develop innovative and cost-effective solutions for enhancing competitiveness, increasing revenues, decreasing bad debt and improving customer service.

November 3, 2017
3:15pm - 3:45pm
Grand Ballroom

Research shows that the rising financial burden of health care is causing a steady decline in the patient experience; this erosion puts both patients’ health and hospitals’ revenue at risk. Over the last decade, responsibility for health care costs has shifted dramatically, with even insured patients shouldering a larger burden than ever before. In 2012, patients owed approximately 5% of their bill.

We’re now seeing patients owe upward of 25% of their bill, many with deductibles over $5,000. As the number of high-deductible health care plans increases—and more patients consider cost when choosing providers—organizations need to both build a culture and understand how to operationalize patient access and price transparency with their staff and with patients.

Hear how two hospital executives created a positive culture around new tools to deliver price transparency and estimates to patients, resulting in hapier staff, improved patient satisfaction scores, and increased point of service collections.

Key Discussion Points

  • The patient payment landscape is shifting; it’s imperative to analyze patient experience and POS improvement opportunities.
  • Clarity in staff roles is key to evaluating and driving efficiency; evaluate and define roles to create clear expectations.
  • Patient experience is dependent on staff training; define and establish patient financial clearance systems.

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