Speaker 0: R one is the leader in health care revenue management, helping providers achieve new levels of performance through smart orchestration. With more than twenty years of experience, r one partners with 1,000 providers, including 95 of the top 100 US health systems and handles over 270,000,000 payer transactions annually. If you want to learn more about how you can transform your revenue cycle operations, visit us at wwwr1rcm.com.

Speaker 1: Hello, and welcome to the Becker's Healthcare podcast. My name is Will Riley from r one. I'm joined today by Michael Muttera. Michael is president and CEO of Hill Silvercross Hospital in Illinois. Welcome to the podcast.

Speaker 2: Thank you, Will. Pleasure to be here.

Speaker 1: Good to have you. Good to have you. Tell us a little bit, please, about yourself. Tell us about Silvercross.

Speaker 2: Sure. As you said, I'm Michael Mutter, president and CEO at Silvercross Hospital. We are a 348 bed level two trauma center located in the suburbs of Chicago. We are a we service about, 80,000 patients, per year through our emergency departments. We have a freestanding emergency, department, one of the only one of very few in in the state of Illinois that has a freestanding, emergency department, level three perinatal center.

So busy busy hospital. We were a replacement hospital built in 2013, so, newer hospital as well.

Speaker 1: Okay. Okay. Tell me a bit about the area around you, the demographic, the community. What's it like?

Speaker 2: Yeah. So New Lenox, is a, you know, south suburban, suburb of of Chicago. We are, I'm gonna say a mixed community. I'm gonna say probably mostly middle class. So we're very blessed with our payer mix, within within our primary and secondary service areas.

You know, we obviously do service a a small portion of public aid and, certainly do our charitable work for the community as well, but, but definitely blessed from a from a payer mix.

Speaker 1: Got it. Okay. Cool. Tell me, please, about some of the big priorities that you have going into 2026.

Speaker 2: Well, lots lots of priorities. I'm gonna say, you know, obviously, with, the ever changing world of health care, you know, you've you've constantly gotta be, I think, nimble and and be, able to to pivot, at a at a moment's notice. I would say our our largest priorities right now, first would be access. You know, really looking at, how do we, you know, how do we not only, make sure that we're open for business and have locations, bricks and, you know, brick and mortar available for, for populations, you know, throughout our primary and secondary service area. But really looking into the intricacies of, you know, how quickly do we answer the phone, you know, how fast is it to get an appointment, you know, with a with a physician or a specialist.

You know, so really focusing on access for us. We're an independent hospital, not part of a larger system. So we have we have to be, in my opinion, focused on our market, whether it be the primary service market, secondary service market, Making sure that we continue to keep our market share and or, you know, capture market share from the competitors around us. So so access is a is a huge initiative and right along with that I would say is growth. So making sure that we're looking at the service areas that, that are, you know, with within, you know, both our primary and secondary markets to, to help us figure out points of care.

Where do we open new urgent cares? Where do we open new physician practices? So so growth definitely a a a big piece of that for us as well.

Speaker 1: And so you're a you're a smaller player surrounded by in in a competitive space. So I'm interested in growth. And and how are you how are you making that work? And how do you have the resources? And how do you how do you allocate those resources to support that?

Speaker 2: Sure. Yeah. We're we're one of, I'm gonna say, in the Chicagoland area, one of three hospitals that are still independent, so not part of a larger health system. And so as we look at growth for us, it is looking at the competitive landscape out there and, you know, figuring out from a population perspective where it makes sense to, you know, add new buildings, brick and mortar. And then I'm gonna say from a marketing perspective, even if we don't have bricks and mortar, how do we market to that community?

Some of the, you know, great things that we have to offer at Silver Cross. You know, we've been blessed to be a leapfrog a rated hospital 22 consecutive times in a row. You know, we've vacillated between the CMS four and five star. You know, health grades, we've been, the number one surgical hospital in the state of Illinois for the last two years, so beating out all of the major players, I would say. So we focus on quality and patient safety, and, I think our communities respond to that.

Speaker 1: Yeah. Okay. Okay. So you have some differentiators, really, that We do. Yeah.

Yeah. I'd like to ask you about technology Yes. And technology innovation, another area because that requires investment. Sure. I'm curious of how you think about this.

One of the questions I'm asking everybody on the podcast is about, health care's new, seemingly new enthusiasm for technology because of AI. Yes. Feels like health care has traditionally been rather conservative in how it's been adopting technology, but it feels like that's changing with AI. People are finding use cases that are genuinely valuable and getting excited about that. Are you seeing that too?

Speaker 2: So I am. I'm we definitely see it around us. I'm gonna say we're probably, definitely not on the bleeding edge of of AI. So I'm gonna say we're one of those hospitals that sit back a little bit and, and evaluate, what's out there. Not to say that we aren't, in the AI space.

So we have a a number of different areas where we've implemented, some AI solutions. We're working right now with ambient listening with our physicians. I mean, obviously, that's the biggest, I'm gonna say, buzz around right now. Every doctor asks me every day when can I get it? Right.

Yeah. So that's been interesting. We recently partnered with a with an organization, that has AI detection in their colonoscopy, you know, in colonoscopy procedures. So, again, having that artificial intelligence behind the eyes of our of our proceduralists, to be able to detect, polyps that maybe the naked eye wouldn't see. So that's been interesting as we implement that because I feel like that from a quality perspective is is great for the communities that we serve.

You know, we've recently partnered, on the revenue cycle area, with a solution that helps our CDI team, that, looks at appropriate diagnosis and and coding for the patients, and appropriate statusing Yeah. Whether a patient's observation or fully admitted into the hospital. So so, yeah, we're we've we're dipping our toes in it, and and interested in seeing where where it takes us.

Speaker 1: When you think about that and you think about who to work with, well, I suppose the question is how are you thinking about who to work with? Are you working with your traditional partners, that you've always had by your side? Are you working with new kinds of companies?

Speaker 2: Yeah. No. I think we've branched out a little bit. I mean, I'm a big believer in competition breeds excellence. So I think as we as we look at the landscape out there, you know, we definitely look at, you know, sort of the top player, but then also, very interested in looking at who else is in the in the space.

So we've branched out a little bit over the last, you know, twelve to twenty four months in some of the partnerships that we've, decided to to go with in in the AI space. So,

Speaker 1: so, yeah,

Speaker 2: I would say we're we're definitely open to, to new players in the market as well.

Speaker 1: You mentioned clinicians coming to you, looking for the solution. Is that an an interesting experience and and, I mean, like a new experience. Right? And and and is it giving you challenges in terms of then governing some of these projects and thinking about how you do it? Because like you said, you don't want to be on the bleeding edge.

So how do you sort of restrain the enthusiasm, if that's if that's the right way of saying it?

Speaker 2: So it it is not easy, especially as it looks as we look at the, ambient listening for the physicians. I mean, literally, every day, I have somebody coming in and asking, can they get on the platform? And, you know, right now, we're really focusing on our, on our high volume physicians and staying within the primary care space

Speaker 1: I see.

Speaker 2: Initially. I I would say our, my chief, informatics officer and her team are, very closely monitoring from a governance perspective, a, what companies we partner with, b, how quickly we implement and launch these solutions. So I think we're starting, you know, with a with a core group of physicians and evaluating how that's going and, you know, looking at, you know, what what opportunities it's it's giving those physicians, and evaluating on the back end, you know, as, you know, as we look at those physicians from a, you know, billing and coding perspective, is it similar to where they were prior to using the ambient listening? Are we seeing improvement in, you know, in, their their billing documentation their documentation and billing. And, you know, I think just really kinda keeping a close eye on on what it's how it's helping us

Speaker 1: Yeah.

Speaker 2: Organizationally and, and going through there.

Speaker 1: Keeping physicians close, guide using them to help guide you, focusing on outcomes.

Speaker 2: Yeah. For sure. Yeah. I think, you know, they're inherently, I would say, our physicians have not been, super open to change. Right?

And so I I think this has been a little bit of of a refresh, and and I think what's happening is they're hearing other physicians talk about how it's making their job easier, I'm gonna say, That they're not spending as much time after hours documenting, that the notes seemingly are a little bit better than even what they would have produced had they have, written the notes themselves. So I think overall, the product is helping speak for itself. And so I think that's what's also pushing Yeah. You know, our physicians to to ask what about me or when can I Sure? When can I get on the platform?

Sure.

Speaker 1: Yeah. You touched on, payer mix earlier on, and you said you had a pretty favorable payer mix. How are relations with your payers right now?

Speaker 2: I'm gonna say I I'm gonna say I I believe we have good relations with payers, but it's always a struggle. You know, the denials are increasing, you know, just challenging. I'm gonna say every day there's a challenge with, you know, of peer to peer, or, you know, a denial that comes through or, you know, just challenges on down coding, etcetera. So at the end of the day, I don't know that it's that our relationship has changed year over year. I just think it it's it's seemingly a little bit more heat you know, the the heat is a little bit higher than what maybe it's been in the past.

Speaker 1: You've touched on technology potentially having the potential to, improve payment performance, improve revenue cycle performance. Yes. Revenue cycle's been an area historically that's been or it's very labor driven, labor centric, using technology as a sort of aid or a tool. But it seems now that it is an an area that can become technology led and human supported. Do you agree with that?

Speaker 2: I think I think it can transition to that. I'm gonna say that we you know, this is one of the areas that we've, you know, dipped our toe into the water. We were working with a more people centric, revenue cycle support group, that was more of a concurrent review of of charts working with our CDI team. Mhmm. And feel that our our team, our physicians, our CDIs, our coders, really benefited from that, to a point where, we did recently implement a AI focused solution.

So sort of moving away from the people support, and moving to a more, computerized, AI, style, of software that's that's supporting our team right now. So it's it's new for us. So, I mean, we're in the first couple of months of launching that. So really keeping an eye on if it's gonna continue driving the performance that we saw with the concurrent reviews. And, you know, we're very hopeful that that is true that not only have our people learned, but now the, software is gonna help guide them.

So, patiently awaiting results and seeing, you know, if if that is true.

Speaker 1: And do you think that can improve payout relationships over time just through visibility, speed, performance, accuracy, for example?

Speaker 2: Yeah. I I do. Yeah. I do. I think, you know, I think there is, there is a a sense that that that that is true, that through improved performance and, and, I'm gonna say more accurate coding

Speaker 1: Yeah.

Speaker 2: That that definitely could, you know, improve payer relations. Yeah. Yes.

Speaker 1: Okay. Let's end with a thought on the the patient, and and and and you talked a bit at the start about about access. Like, what what we've we've talked about using technology to improve the clinician experience and help administratively. How do you see some of these advancements helping the the patient as well and maybe patient access?

Speaker 2: Yeah. I mean, I can think of a couple ways. I mean, we've we've recent recently put a a focus on our a call center, and, we had a abandonment rate of upwards of fifteen percent, which obviously, as a CEO, you don't wanna hear, that fifteen percent of your patients are hanging up before they actually get an appointment scheduled. So we've worked, very, we've had very focused efforts over the past twelve months, bringing that, abandonment rate below the industry average of five percent. We're running right around three percent right now, which is a significant improvement.

So from an access perspective, I think that's great for our patients. I'm gonna say our patient population, in in New Lenox isn't as supportive of, of, using technology. So, like, our check-in process, we have the ability to be able to check-in electronically or via a person. And I'm gonna say the majority of our patients still prefer to use the person even when redirected and and helped. So we're we're coaching and, you know, working, you know, working with the population to get more comfortable with it.

Mhmm. Because at the end of the day, it does streamline things and and makes access easier. But, but, but, yeah, I I think there's lots of solutions out there that can continue to help with access and and improve our patient satisfaction. We've just gotta, you know, keep dabbling in it and find what works, for the populations we serve.

Speaker 1: Yeah. Very good. Michael, are there any concluding thoughts that you want to leave us with?

Speaker 2: No. Just excited to be here at the Becker's conference, and thank you for, thank you for your time.

Speaker 1: Cool. Thank you very much for yours. We really appreciate talking to you.

Speaker 2: Thank you, Will.

Speaker 1: Thank you.