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Friday, February 20, 2026

The Reporting Needs of Main Hospital Rev Cycle Departments

Here's an outline of the foundational revenuecyclemanagement. It highlights twelve primary reporting domains—from General Ledger (GL) and ChargestoProductivity and WorkQueues—emphasizing how each supports accurate financialtracking and operational decision-making. The content serves as a practical reference for finance, patient accounting, and revenue management teams, detailing standard report types, their business purposes, and how they align within a broader revenueintegrity framework. By defining consistent reporting standards and dependencies across departments, the article helps organizations enhance visibility, streamline reconciliation, and ensure reliable data governance throughout the revenue cycle process.

Since there are quite a few areas, we typically make a contingency plan to define the relevant needs of rev cycle departments per the complexity of their reporting needs.

Following is the most common 12 focus areas:

1.     General Ledger

2.     Charges/Revenue, including:

  • Revenue and Usage
  • Late Charges

3.     Payments, including:

  • Payment Plans
  • Encounter to collection Agency

4.     Adjustments

5.     Refunds

6.     RVU

7.     Accounts Receivable

8.     Claims

9.     Denials

10.   Census

11.   Productivity

12.   Work queues

Rev Cycle Reporting Standards for Finance & Patient Accounting

AR Reports

Revenue Cycle Aged AR Detail – Purpose to pull your AR by Discharge date based on Primary Financial Class.

Revenue Cycle Aged AR by Financial Class – Purpose to pull your AR by Discharge date based on Primary Financial Class.

Revenue Cycle AR Analysis – This is an AR report but not an aging report. It can be used to find encounter balances, as an AR report.

Revenue Cycle AR Analysis Balance Greater than 50,000 – The purpose to find balances that are greater than 50,000 and this value can be altered to a lower or higher number if desired.

Revenue Cycle Daily AR Summary – Purpose to pull the opening AR, Charges, Payments, Adjustments, ending AR and change in Patient A/R for a given facility for a given date.

Aged Trial Balance by Client – Purpose to pull the AR for Client Accounts only and provide an aging for each client account.  Should be used in conjunction with the Aged AR Detail which will capture Patient AR only.

AR Balance Control – Purpose to pull beginning AR, Ending AR, charges, payments and adjustments for a given date or date range by Billing Entity. This report may be used as part of Month End processes.

Revenue Reports

Revenue Cycle CDM Statistics – Purpose to pull the Revenue and Quantity by Department by CDM.  This can be an interactive report that will group by Facility and Department and pull the total charges and total quantity.   This report may be modified to pull in additional row fields including CDM so that you can analyze your revenue by specific CDMs.

Revenue Cycle CPT Statistics – Purpose to pull the Revenue and Quantity and RVUs by Department by CPT.

Revenue Cycle HCPCS Statistics – Purpose to pull the Revenue and Quantity and RVUs by Department by HCPCS.

Revenue Cycle CDM Item Detail by Activity Date or Service Date – Purpose to pull the revenue grouped by CDM at a patient detail level.

Adjustment Reports

Revenue Cycle Adjustment Summary – Purpose to pull Adjustments that have been entered into the system.  This is an interactive report that will group by Adjustment Sub Type.

Payment Reports

Revenue Cycle Daily Cash Log – Purpose to pull all cash posted at a detailed level that has been entered into the system based on activity date.

Revenue Cycle Daily Cash Collections – Purpose to pull all cash posted at a detail and cube level that has been entered into the system based on Transaction Date.   This report should be run for a small timeframe and should be used as part of the cash balancing process for today’s cash.

Revenue Cycle Payment Summary – Purpose to pull Payments that have been entered into the system.

Payment and Adjustment Summary - Purpose to pull all your payments and adjustments posted for the given timeframe in either a summary output or detailed output grouped by Batch ID.  This report provides you with an opportunity to select EDI only payments, excluding EDI payments or include all.

Non-AR GL Only Account – Purpose to pull all transactions posted to the Non-AR GL Only Accounts.

Financial Transaction Reports

Revenue Cycle Financial Transaction Summary - Purpose to pull all charges, payments and adjustments based on activity date entered.

Claims

Correction Required by Edit Reason – Purpose to pull all claims that failed internal edits and will be grouped by the individual edit.

Claims Submitted – Purpose to pull those claims that were submitted to the scrubber.  This report will be broken out by UB and 1500 and should be set up to run in ops after the claim file was submitted.

Claims Generated by Health Plan – Purpose to pull claim totals for transmitted and submitted statuses only based on Generation date.

GL General Ledger

GL Summary– Purpose to pull the GL information that posted to GL system based on a given date.  The data can be at the summary or detail level and is grouped by the Account Type which includes A/R, Revenue, Cash, Contra Rev, Contra AR, Prepaid, Non-AR GL Only.

GL Alias Detail– Purpose to pull the GL detail for each GL record and allows you to run it for GL status types including Error, Pending and Complete.

Daily Balancing

Daily Balancing Report – Purpose to provide a document daily showing that the tables for charges, payments, adjustments, AR and GL are in balance each day.

Refund Reports

Revenue Cycle Refunds - Purpose to pull all refunds based on creation date, refund status, responsible person, billing entity and facility.

Productivity Reporting

Productivity by Action Code Detail Report- Purpose to provide detailed information regarding action codes applied to patient encounters.  Can be used to help understand an end user’s productivity in Revenue Cycle.

Productivity by Action Code Summary Report- Purpose to provide a summary look at Action codes placed on patient encounters.  Can be used to help understand an end user’s productivity in Revenue Cycle.

Bill Holds Reporting

Billing Holds Report – Purpose to pull a summary and detail for all encounters where there is a hold still present on that encounter.  The grand totals on this report should not be used as a single encounter can be on the report more than 1 time for each different hold.

HIM Med Records Reports

Case Mix Reports

Revenue Cycle Case Mix - Purpose to pull Case Mix based on Primary DRG, Primary Financial Class, Primary Health Plan and DRG. This is an interactive report that will group by the fields mentioned above.  This report can be modified to pull in additional row fields if necessary.

Productivity Reports

Coding Productivity Summary by Activity Month – Purpose to pull coding productivity numbers based on date range grouped by Facility, Coder and Coding Action.   If the encounter is saved as Draft and saved as Final in the same day this will be counted as 1 encounter. If the encounter is opened 10 times during the day and saved as draft each time it will be counted as a count of 1.

Census Reports

Revenue Cycle Encounter Demographics – Purpose to pull Demographic counts for discharges, Avg LOS and patient days.

Revenue Cycle Midnight Census – Purpose to pull census counts for admissions, Avg LOS and patient days.

Revenue Cycle Patient Registrations – Purpose to pull patient registrations and group by Encounter Class, Encounter Type and Primary financial class.

Charges

Suspended Charges Report– Purpose to pull those charges that have suspended and not posted to Revenue Cycle.

In summary, the reporting needs across revenue cycle departments demand a well-structured, standardized approach that aligns financial, operational, and compliance goals. With twelve key focus areas—from General Ledger and Accounts Receivable to Denials, Productivity, and Work Queues—organizations must ensure each domain’s reporting framework is clearly defined and consistently maintained. By leveraging core reports such as Aged AR Detail, Daily Cash Collections, and GL Summaries, stakeholders gain actionable insights to monitor end-to-end performance, identify gaps, and support informed decision-making. A unified reporting strategy not only strengthens financial integrity but also enhances transparency and accountability across the entire revenue cycle continuum.

#GL #AccountsReceivable #Denialsmanagement #Productivity #WorkQueues

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A Flowchart for Choosing Your Religion

A Flowchart for Choosing Your Religion

Looking for a JOB - How to Be the Next Hire

Making You the Most Viable Next Hire
Being flexible, creative and adaptable in today’s economy is the cornerstone to survival. The job search is no different and, with unemployment rising, requires just as much vigilance. One way you can keep your options open and make yourself even more marketable is by considering Consulting in addition to your quest for full-time employment. Often perceived as an “either-or” scenario, Consulting offers you just as many benefits as it does your “would be” employer:

Track record of Fixing Problems?
Career wise, people typically fall into one of two categories: those who thrive on problem solving and the prospect of a new challenge –or- someone who is exceptionally good at steering the ship once it is on course. If the thought of fixing something that is broken appeals to you (versus has you thinking about reaching for the Tylenol), then Consulting might be an avenue to explore.

A More Flexible Interview
Quite often, what a company needs is someone to tackle a specific problem, not a new full-time employee. Identifying this in the interview and being able to present yourself as the solution to their problem (at a lower cost), can ultimately create a job tailor made for you and your skill set. No one can compete against that.

Dating Before Marriage
A consulting engagement can give you the opportunity to see if this company is a nice place to visit or a great place to live. The only thing worse than a prolonged job search, is ending up in a position that results in you being unemployed again in 6-12 months. Consulting lets you do more due diligence than you could ever accomplish in an interview.

“Consulting” on Your Resume
To many recruiters, seeing “consulting” as your current role without any clients/engagements is just a way to dress up being out of work. But, with a list of key accomplishments at those engagements, you show that you are in demand, have more control over your search and are broadening your experience. The latter is extremely important if you are looking to transition industries.

Change Agent
For companies looking to make some sort of change internally (and you should like this if you have a track record of fixing problems), consulting is a more preferred approach versus hiring a permanent employee. It is much easier to come in as a consultant, effect the course correction and then hand it off to the internal leadership.

Money
Besides the obvious benefit of having income during your search, it also gives you breathing room to be more objective in selecting your next job.

It’s Easier to Find a Job When You Already Have One
So much of what makes this true is that fact that when you are employed, you tend to be a bit more objective because you have a “bird in hand.” Consulting (in addition to easing that financial strain, which helps here) can provide the self-assurance that comes along with being employed, which can get whittled away while unemployed.

Presenting yourself as a viable consultant or full time employee isn’t mutually exclusive. Rather, they are simply two sides to the same coin. For the companies where you interview, this will only make you more viable and versatile in your eyes. For you, there is nothing to lose. The worst thing that happens here is you generate some income to inevitable financial strain of your job search. On the other hand, you might just find through this process that you discover your next career move.

Bağdat Caddesi

Gel de parmaklara hakim ol, yapma bir Caddebostan, Bağdat Caddesi nostaljisi şimdi!...diğer bir deyişle 'Karşı taraf' . Cok uzun seneler yazları gittiğim, son yıllarda ise her Türkiye'ye gittiğimde kaldığım Istanbul'un bir başka eşşiz köşesi.
1960'lı 70'li yıllarda köşkleriyle, bahçelerinden salkım salkım sarkan ortancalarıyla, billur gibi denizliyle, 'sayfiye' yeri olmasıyla meşhur Erenköy, Suadiye, Caddebostan.

Dükkanların az, ağaçların çok olduğu, bunca yıl geçmesine rağmen hala güzelliğini koruyan Bağdat Caddesi. On, onbir yaşımdan itibaren yazlarım geçti oralarda. Sokaklarda oynanırdı o zamanlar, öyle pek araba filan geçmezdi. Doyasıya bisiklete binilir, el birakarak gitmek büyük marifet sayılır Erenköy, Saskınbakkal, Göztepe bisikletle rahat rahat gidilir dönülürdü. Deniz için bazı sokakların denize vardıkları noktalarda bulunan kayıkhanelerden saatlik ücretle kayık kiralanır, kadın erkek kürek çekmeyi bilir, kayıktan denize girilirdi. Bazı gençler dalıp iskele ayaklarından midye toplar bazıları ise sığ kumda zıpkınla vatos avlarlardı. Sokaklardan dondurmacılar geçerdi o zamanlar. Simdiki gibi binbir çeşit ne gezer 'Dondurma, Kaymaaak' diye bağıran dondurmacının küçücük arabasında sadece kaymaklı ve limonlu dondurma olur, bazen ise çeşit olsun diye vişneli bulunurdu.

Caddebostan Plajı'nın yanı sıra bir de üyelikle girilebilen klüpler vardı. Marmara Yelken Klubü başta olmak üzere, Balıkadamlar, Caddebostan Yat Klübü ve İstanbul Yelken. Eğer bunlardan birine üyeyseniz veya üye bir arkadaşınız varsa bazı sporları yapma veya izleme olanağınız olur, voleybol, ping pong oynar, kıyıdan yelkenlilerin yarışlarını izlerdiniz. Denizin ortasında ise köfteciler vardı. Bunlardan aklımda kalanı ise mayomuzun kenarına sıkıştırdığımız parayla yüzdüğümüz, veya kayıkla yanaştığımız 'Fıştak'tı. Dönerken yüzülüyorsa demirlemiş kayıklara tutuna tutuna, dinlene dinlene yüzülürdü.

Akşamüstüne doğru herkesi bir 'piyasa' heyecanı alırdı. Saçlar yıkanır, bildiğımız ütüyle ütülenerek düzeltilir, ve (Bağdat) Cadde'ye binbir tur atmaya çıkılırdı. Bir aşağı, bir yukarı. Parkur ise genellikle Santral Durağı'ndan Saşkınbakkala kadardı. O zaman 'cafe' adeti bir elin parmaklarını geçmez, 'Borsa'da yer bulabilmek için hızlı davranmak gerekir, 'Divan' ise gençlere çok pahalı geldiğinden ancak hafif 'yaşı geçmiş'lerin duraklama mekanı olurdu. Hali varaba sahiakti oldukça yerinde olan birkaç genç ise bir aşağı bir yukarı arabayla giderek Mustang veya Corvette'leriyle gelene geçene hava atarlardı.

Geceleri ise açık hava sinemalarının keyfine doyulmazdı. Caddebostan'daki Ozan Sineması'nda genellikle Türk filmleri oynar, çıkınca biraz aşağıda, Caddebostan Maksim Gazino'sunun (MIGROS)yakınındaki büfe'de 'zümküfül' yenirdi (Bir çeşit sosisli sandoviç ) Yabancı filmlerin mekanı ise Budak Sineması'ydı (Şimdiki CKM). Yastıgını kapıp tahta iskemlelere yerleştirdikten sonra, çekirdeğini çıtlatarak izlenirdi filmler. Bazen bu sinemalarda Cem Karaca gibi o zamanın ünlü sesleri konserler verir, bazıları ağaç tepelerinden konser izlerdi.

Sonra sonra o köşkler birer birer yıkılmaya, yerlerin uzun uzun binalar dikilmeye, Cadde'deki evlerin yerlerini dükkanlar almaya, arabalar çoğalmaya, faytonlar yok olmaya, tekerlekli dondurmacıların yerini Algida'cılar almaya başladı. Ama ne mutlu ki tüm büyümeler, kalabalıklaşmalar rağmen 'Cadde'yi bozmayı başaramadı! O hala 'Cadde', İstanbul'un ,Türkiye'nin en güzide caddesi hala boydan boya yürümekten zevk aldığım, bir yerde oturup geleni geçeni izlemenin keyfini her yıl bir iki hafta yaşayabildiğim bir yer.

Galata' ya dogru...

Galata' ya dogru...

The best way to improve health care requires physicians and other stakeholders

My honest approach for how to improve the care is to support a methodology such as being self-serving. I would like to start a program to introduce a software-based point-of-care tool for obtaining patient feedback. This real time information can be used with clients to positively impact the patient experience, nurse engagement, physician (soft skills) competence and overall quality. In my perspective the criteria for fulfilling the demand for finding the best way to improve healthcare is that it need be simple to implement, impactful and cost effective. The most impact to healthcare improvement will come from process improvement and healthcare provider recruitment AND retention. The by-products will be reduced cost of care and improved patient satisfaction. This applies to hospitals and private practices. Based on current studies and the economy, supplying adequate healthcare to the community is already tough and is going to get more challenging. Recruiting sufficient healthcare coverage will boost revenue and provide some improvement to patient satisfaction (wait time and access). However, failure to retain the medical staff will significantly hurt the outcome. With high demand and low supply, it will be well worth the time and money to present "we have the greenest pastures here". The method mentioned above may be called such as point-of-care through successful implementations that may turn in to popular key parts of process improvement. You need to have some feedback from the patients and the physicians in order to measure the processes that should be or are currently being improved. In order to achieve this you have to create the acronym HOSPITAL to help those in Healthcare recall the numbers of different types of inefficiencies in any medical facility. Those who have been exposed to Six Sigma and Lean have an appreciation for improvement opportunities and generally view things through differently trained eyes that can see within all those facilities. Publishing the results of the similar programs online may offer a transparent access to the consumers to monitor these inefficiencies. Welcoming any feedback relative to this and encourage your staff to consider this method or similar training methods for their teams will be highly critical for the outcome. We have to understand that it is impossible to solve a problem that we are unaware of. By providing even the most basic tools at the lowest level possible, these problems have a way of surfacing. While everyone recognizes that healthcare systems and organizations need to improve, I think not enough time is spent on firstly identifying the key stakeholders, and secondly properly ENGAGING them. I strongly believe that not enough time is spent trying to engage physicians in this process. In my experience too many of these "improvement strategies" are top-down decisions by non-clinical managers who failed to conduct any research into what physicians might want or what stumbling blocks there are/were to get them to adopt the new technologies. EMR/EHR/CPOE are prime examples - all of these require a breakdown in the normal activity flow of providers, as it requires them to either find and log on to a terminal or carry a bulky instrument. Almost all clients and colleagues I have worked with resent and resist those methods. And look how few MDs are part of Healthcare consulting firm teams. IMHO, I believe more energy should be spent engaging rather than alienating MDs as a first step, then doing the same for patients in order to get buy in from the two key stakeholders as I see it. I've always found that engaging these stakeholders on projects from the beginning results in more buy-in and most importantly, better recommendations/outcomes (a better product).

ULTIMATE RESULTS

ULTIMATE RESULTS

Ilhan Arsel

Ilhan Arsel

BJK FOREVER

BJK FOREVER
Karga kartalların sırtına oturur ve boynunu ısırır. Kartal cevap vermez, kargayla savaşmaz; kargaya zaman veya enerji harcamaz, bunun yerine sadece kanatlarını açar ve göklerde yükselmeye başlar. Uçuş ne kadar yüksek olursa, karganın nefes alması o kadar zor olur ve sonunda karga oksijen eksikliği nedeniyle düşer. Kartaldan öğrenin ve kargalarla savaşmayın, sadece yükselmeye devam edin. Yolculuk için gelebilirler ama yakında düşecekler. Dikkat dağıtıcı şeylere yenik düşmenize izin vermeyin....yukarıdaki şeylere odaklanmaya devam edin ve yükselmeye devam edin!! Kartal ve Karga dersi