SUNY credits Grant Thornton LLP for helping put most of the revenue cycle metrics in the country’s top quartiles and its EPIC transition being characterized as one of the most successful in the country. Learn more - http://gt-us.co/1CIBO9m

1. Academic hospital
gains best-of-practice
revenue cycle
THE SITUATION
The State University of New York (SUNY) Upstate
Medical University operates two hospitals in Syracuse
and is the only academic medical center in central
New York. With more than 9,000 employees, the
university is the region’s largest employer.
Almost two years ago, we engaged Grant Thornton
with lofty expectations for facilitating a complete
revenue cycle overhaul, assisting us with an extremely
critical system conversion to Epic and ultimately
optimizing process flows in a post-Epic environment.
Upstate is a large public academic medical center,
and at the time, our revenue cycle indicators were
mediocre at best. We needed a consultant that could
quickly survey our organization and processes,
develop a plan of attack and help us execute. Grant
Thornton did just that, and more. Their team of highly
competent, professional and diligent consultants (led
by Lane Jackson and Matt Oliver) far exceeded my
expectations for the engagement. They were truly
invested in delivering results. In summary, today most
of our revenue cycle metrics are in the top quartiles of
the country and our Epic transition was characterized
as one of the most successful in the country. Hiring
Grant Thornton was the best investment I’ve made
during my tenure at SUNY Upstate!
— Stuart M. Wright
Chief Financial Officer, University Hospital
THE CHALLENGES
Upstate’s revenue cycle process and financial
performance were not optimal, with lagging cash
collections and a rapidly aging accounts receivable.
Management desired to appropriately restructure the
central business office, while optimizing processes
concurrent with an Epic build and implementation.
Upstate did not have an in-house team to lead
necessary improvements.
Grant Thornton LLP’s work was instrumental in Epic’s naming of SUNY’s Upstate
Medical University as a Top Quartile performer in Epic-generated metrics and awarding
of SUNY as the 2014 Epic Revenue Cycle Most Valuable Performer. Epic is Upstate
Medical University’s electronic health record (EHR) management application vendor.
Case study
Client
SUNY Upstate
Medical University
Sector
Health care
Client challenge
Revenue cycle capabilities
Services provided
Process and
structure improvements

2. Case study: Academic hospital gains best-of-practice revenue cycle
“Grant Thornton” refers to Grant Thornton LLP, the U.S. member firm of Grant Thornton International Ltd (GTIL). GTIL and its member firms are not a
worldwide partnership. All member firms are individual legal entities separate from GTIL. Services are delivered by the member firms. GTIL does not
provide services to clients. GTIL and its member firms are not agents of, and do not obligate, one another and are not liable for one another’s acts or
omissions. Please visit grantthornton.com for details.
© 2015 Grant Thornton LLP | All rights reserved | U.S. member firm of Grant Thornton International Ltd
Connect with us
grantthornton.com
@grantthorntonus
linkd.in/grantthorntonus
Lane Jackson
Partner
Health Care Advisory Services
Grant Thornton LLP
T +1 704 632 3510
E lane.jackson@us.gt.com
Matt Oliver
Senior Manager
Health Care Advisory Services
Grant Thornton LLP
T +1 404 475 0088
E matt.oliver@us.gt.com
ContactWHAT THE TEAM DID
To gain support for identification and implementation
of revenue cycle improvements, SUNY turned to
Grant Thornton. The Grant Thornton professionals
had demonstrated deep revenue cycle experience,
patient accounting system and IT knowledge, and a
collaborative approach to implementing change.
SUNY and Grant Thornton formed an integrated
team to build and implement a “best-of-practice”
revenue cycle with Epic. The team:
• Restructured the business office to staff to
volume, and to increase individual accountability
and productivity
• Deployed Grant Thornton staff with client
leadership in key revenue cycle areas
• Collaboratively re-engineered processes to aid
in achievement of best practices and successful
system transition
• Developed pre- and post-Epic cutover risk
mitigation strategies
• Supported design and build to incorporate leading
practice workflow with the goal of maximizing
revenue realization, and positively affecting
operations and financial performance
“The ability to strengthen the financial performance of
a hospital enables them to focus on what’s important
— patient care quality and how to better serve the
needs of their communities,” said Lane Jackson,
Grant Thornton Health Care Advisory Services
partner and member of the team.
OUTCOMES
A new financial structure, streamlined processes and
better-than-expected cash flow were the results of the
collaboration between SUNY staff and Grant Thornton
professionals. The optimized revenue cycle processes
were implemented with cash baselines recovering in less
than half the average time.
Grant Thornton’s significant contributions include
the following benefits to Upstate:
• $30 million in additional one-time cash generated
prior to the go-live of the EHR and patient
accounting system.
• $15 million in additional revenue on a recurring
annual basis is on pace.
• The traditional cash decline, encountered
by most providers during implementation,
wasn’t experienced.
• An historical cash baseline was obtained in eight
weeks, far exceeding the standard performance of
20 weeks.
SUNY has engaged Grant Thornton to continue with
optimization services.
Content in this publication is not intended to answer specific questions or suggest suitability of action in a particular case. For additional information about the issues
discussed, consult a Grant Thornton LLP client service partner or another qualified professional.
Do you have similar challenges?
Read “Revenue cycle improvements help assure
hospital’s survival” (www.grantthornton.com/revcyclesaves)
to see how Grant Thornton’s revenue cycle solutions
worked for another hospital.