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One of the largest Catholic healthcare systems in the country, Trinity Health operates 49 acute care hospitals, 401 outpatient facilities, 32 long-term care facilities and several home health and hospice programs in 10 states. Based in Novi, Michigan, Trinity boasts more than 56,000 employees and $9 billion in revenues. One of Trinity’s mission-based, nonprofit targets is to reinvest its profits back into the community to better manage population health, among other things, ensuring that poor and uninsured patients receive care. Fiscal 2010 had Trinity spending more than $460 million on community benefits.
Trinity Health transformed its operating model. Trinity created a shared services organization (called a “Unified Revenue Organization”) for revenue management across all of its hospitals.
Shifting market, environmental and regulatory circumstances led Trinity Health toward a transformation of its operating model. Up until this point, Trinity’s revenue management function had been discrete—separated among each of its 20 ministry organizations (MOs). To truly take advantage of the skill, scope and size of its organization, Trinity landed on creating a shared services organization (called a “Unified Revenue Organization”) to manage the end-to-end revenue cycle functions across all of its hospitals. The Unified Revenue Organization’s (URO) operating responsibility includes managing payer contracts, patient financial services, patient access, health information management and reimbursement activities.
Trinity’s URO leadership chose Accenture to provide strategic and project management support for more than four years—from concept all the way to implementation. We helped Trinity develop a robust business case to sell its ministry organization CEOs and CFOs on the plan.During the course of the project, Trinity made key decisions around design and came up with solutions to meet its complex operating model needs. Together, Trinity and Accenture determined which revenue management functions would be most effective using local, regional or centralized models.Trinity ultimately developed an operating model and methodology to migrate revenue management functions to a national or regional shared services model.
Trinity Health’s URO is a striking and significant example of a Unified Service Organization (USO). It operates cohesively within the healthcare system’s Unified Enterprise Ministry strategy, and Trinity leadership and management view the project as a major success. The path we took to develop the URO is a template for similar efforts, frequently used to inform other USOs along a comparable development plan.The engagement also illustrates the benefits of establishing a regional/central shared services organization. Standardized leading practices and processes helped Trinity reach higher levels of performance.There were several key factors in the URO’s transformation into a high-performance business:
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