Marlowe Dazley

Senior Vice President and Managing Director of Financial Advisory Services

Marlowe Dazley is Senior Vice President and Managing Director at Health Catalyst, responsible for financial advisory services providing strategic financial management expertise and consulting for healthcare payers and providers. Prior to joining Health Catalyst, Marlowe lead PNC Bank’s healthcare consulting division. Mr. Dazley has 30 years of healthcare experience in various organizations, including the office of the U.S. Surgeon General, managed care operations, finance, administration, and consulting. He has worked as a healthcare consultant since 1996, for Ernst & Young in the Los Angeles healthcare consulting practice, Phase 2 Consulting and Premier. Marlowe has participated in numerous strategic planning engagements, mergers and acquisitions and performance improvement initiatives and has led numerous financial turnarounds for clients across the country specializing in healthcare strategy, revenue cycle improvement and financial operations initiatives. Mr. Dazley received a dual Master of Business Administration and Master of Health Services Administration from the University of Utah. He is a member of the Healthcare Financial Management Association and has performed numerous speaking engagements at local regional, and national levels for HFMA including HFMA’s Annual National Institute. In addition, he delivers numerous addresses to the University Health System Consortium, State Hospital Associations, hospital boards and medical staff and various other industry leaders.

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Deliver a First-Class Patient Experience with Five Financial Tactics

Healthcare organizations continually strive to improve each patient’s experience to ensure quality care delivery and qualify for financial reimbursements. Health systems try to optimize the patient experience through traditional methods, including better access and appointment reminders. However, organizations can improve the patient journey and deliver a first-class experience by taking a different approach—by targeting the following five aspects of the billings and collections process, providers can proactively inform patients about their financial expectations and avoid surprise bills:

1. Pricing strategy.
2. Charge description master management.
3. Real-time eligibility verification.
4. Patient cost estimation.
5. Propensity to pay.

Predicting Denials to Improve the Healthcare Revenue Cycle and Maximize Operating Margins

Healthcare financial leaders are constantly brainstorming ways to increase operating margins through better revenue cycle performance. These efforts often lead revenue cycle leaders to denied claims—when a payer doesn’t reimburse a health system for a service rendered. Although denials are a common reason for lost revenue, experts deem nearly 90 percent avoidable.

Effective denials management starts with prevention. Organizations can use revenue cycle performance data, combined with artificial intelligence, to predict areas within each claim’s lifecycle that are likely to result in a denial. With denial insight, health systems can optimize revenue cycle processes to prevent denials and increase operating margins.

Reduce Bad Debt: Four Tactics to Limit Exposure During COVID-19

Health systems have always faced bad debt—from charity care to insurance claim denials—and COVID-19 has exacerbated its impact on revenue. While hospitals and clinics are responsible for providing care to populations, they can still generate revenue from care delivery without compromising care accessibility or quality. An effective bad debt management approach provides the patient with every financial resource possible and allows the health systems to focus less on payment and more on delivering the best care.

With four tactics, health system leadership can identify bad debt and implement effective processes to minimize it without undue burden on patients:

1. Identify bad debt exposure early.
2. Educate patients about alternative payment options.
3. Leverage technology within the workflow.
4. Understand the true cost of care.

Healthcare Price Transparency: Three Opportunities for Transformation

Price transparency has been an ongoing challenge for health systems, and upcoming legislation requiring increased visibility around hospital pricing adds pressure. Meeting the new price transparency requirements means legal compliance, but providing procedure costs, different payment options, and the reasoning behind prices set patients up for an optimal experience, increasing their likelihood to return for future care.

With the right tools, such as robust pricing transparency technology and a defensible price strategy, health systems can use the new mandate to take advantage of three key opportunities:

1. Satisfy increasing patient interest in cost of care.
2. Earn patient trust—a short- and long-term imperative.
3. Create the optimal patient experience.

Healthcare Revenue Cycle: Five Keys to Financial Sustainability

With COVID-19 challenges continuing in the near-future, health systems must continue delivering quality care in the midst of the pandemic, without compromising financial well-being. Historical approaches to revenue cycle add value but fail to leverage data to drive financial sustainability in a time of crisis. To financially survive tumultuous economic times, health systems must leverage data to drive a more comprehensive revenue cycle strategy.

Five best practices generate the actionable data that allows health system leaders to understand financials at a nuanced level, promoting effective processes that lead to financial sustainability and optimum revenue cycle management:

1. Identify and measure the right metrics.
2. Define clear lines of accountability.
3. Create consistent workflows.
4. Define key performance indicators.
5. Understand the right metrics at the right place at the right time.

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