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Wrong Joseph O'Leary?

Joseph J. O'Leary

Project Manager

Brigham and Women's Hospital

HQ Phone:  (617) 732-5500

Direct Phone: (857) ***-****direct phone

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I agree to the Terms of Service and Privacy Policy. I understand that I will receive a subscription to ZoomInfo Community Edition at no charge in exchange for downloading and installing the ZoomInfo Contact Contributor utility which, among other features, involves sharing my business contacts as well as headers and signature blocks from emails that I receive.

Brigham and Women's Hospital

75 Francis Street

Boston, Massachusetts,02115

United States

Company Description

Brigham and Women's Hospital (BWH) is a 793-bed nonprofit teaching affiliate of Harvard Medical School and a founding member of Partners HealthCare. Founded in 1980, BWH has more than 3.5 million annual patient visits, is the largest birthing center in New Eng...more

Background Information

Employment History

Harvard University


Project Manager

Partners HealthCare


Director of Reimbursement

Winchester Hospital


Web References(4 Total References)


Building a Better Balance Sheet — Revenue Cycle Analysis Paves the Way

www.radiologytoday.net [cached]

John O'Leary, director of revenue and reimbursement at Partners HealthCare System in Boston, has been using a custom version of MedeFinance's revenue analytics software since 2002.
As a large system involving numerous entities that include Brigham and Women's and Massachusetts General hospitals, a challenge existed since each entity had its own legacy system for addressing AR and reserves with limited abilities for standardized reporting. Because Partners wanted to manage AR and reserves from a centralized position, it sought a system that would homogenize data from disparate systems to facilitate a systemwide view of them. Traditionally, a hospital would determine its assets by assigning a provision percentage by payer and aging category inclusive of all reserves, including free care, bad debt, and denials, all in the same bucket. These reserve percentages would then be tested by sampling random claims-a time-consuming effort. "But now we are able to look at reserve buckets individually and come up with an individual provision percentage for each type of AR category based on the specific behavior patterns of write-offs, which provides much more accuracy when estimating reserves," says O'Leary. Under the old system, O'Leary says reserves would increase based on the AR's age, but since installing the RCA software, there is now a different reserve need for each AR type. For example, it generally takes about one year for free care to get off the books, two years for bad debt, and three years for denials. "With this software, we use history to predict the future," he says. "Before having the revenue cycle analytics software, 80% of the staff time was spent mining for data and 20% on analysis. MedeFinance allows us to update run-outs to come up with a more accurate prediction of what the reserves are. With current data available at the point and click of a mouse, Partners can react more quickly to changes in the current operating environment. O'Leary says having AR data available in near real time and the ability to examine and drill down on them with confidence in its accuracy enables Partners to be a bit leaner on reserves. Brigham and Women's and Massachusetts General hospitals-two of the largest academic medical centers in the Northeast-produce millions of transactions each year. With that in mind, O'Leary says system-level AR reporting would be nearly impossible to manage without RCA software. "With the ability to accurately perform reserve valuations, there are no surprises, which is a big advantage," he says. "Hospitals have a very thin margin these days, and you have to be comfortable with what you state as reserves. Our confidence in the data is so much higher now than with what would traditionally be done, and senior management trusts in our reporting because we have the best data available at our fingertips." The software gives Partners' patient financial services staff the ability to analyze denial reporting in real time, allowing them to be educated about how to mitigate potential denials. O'Leary says staff now have more time to commit to analysis rather than data mining, which can change outcomes because there is time to drill down on the data for the most accurate reporting. By taking advantage of the RCA software, Partners can examine transactions at several facilities to detect whether similar AR issues are occurring throughout the system. If so, it can use the data to find an appropriate solution. "You can create an executive dashboard and drive right through the data and cut it any way you want. It's information at your fingertips, and it's actionable," says O'Leary.


The ALS Association Massachusetts Chapter

www.als-ma.org [cached]

Joseph J. O'LearyJoseph J. O'Leary Joe is a project manager with Partners healthcare and has been actively involved with numerous capital projects at Brigham and Women's Hospital since 1999.His most recent projects include Boston's first Pet/CT imaging - a state-of-the-art scanner that acquires both PET scan images and CT images, and then fuses the images together to allow physicians to more accurately survey a patient for a number of abnormalities.He has also been involved in two new state-of-the-art intensive care units and numerous operating room renovations.Joseph began his career with Partners Healthcare working at Massachusetts General Hospital as a project accountant. After completing his undergraduate studies at Northeastern University, Joseph went on to a graduate certificate in accounting at Bentley College and is currently enrolled in the Advanced Project Management Program at Stanford University. In 1999 Joseph was diagnosed with probable ALS while under the care of Dr. Robert H. Brown, at Massachusetts General Hospital.While his particular motor neuron disease is still a puzzle to his doctors, Joe is able to continue an active lifestyle.In 2005, in partnership with The ALS Association Massachusetts Chapter, Joe and several BWH colleagues held their first annual ALS Vegas fundraiser at Gillette stadium, raising more than $130,000.00.Proceeds from this and all future ALS Vegas events are directed to ALS research being done at MGH and BWH, as well as towards patient care through The ALS Association Massachusetts Chapter.A Massachusetts native, Shambo was introduced to The ALS Association Massachusetts Chapter after her husband, Joe, was diagnosed with ALS in 1998.


www.als-ma.org

Joseph J. O'LearyJoseph J. O'Leary Joe is a project manager with Partners healthcare and has been actively involved with numerous capital projects at Brigham and Women's Hospital since 1999.His most recent projects include Boston's first Pet/CT imaging - a state-of-the-art scanner that acquires both PET scan images and CT images, and then fuses the images together to allow physicians to more accurately survey a patient for a number of abnormalities.He has also been involved in two new state-of-the-art intensive care units and numerous operating room renovations.Joseph began his career with Partners Healthcare working at Massachusetts General Hospital as a project accountant. After completing his undergraduate studies at Northeastern University, Joseph went on to a graduate certificate in accounting at Bentley College and is currently enrolled in the Advanced Project Management Program at Stanford University. In 1999 Joseph was diagnosed with probable ALS while under the care of Dr. Robert H. Brown, at Massachusetts General Hospital.While his particular motor neuron disease is still a puzzle to his doctors, Joe is able to continue an active lifestyle.In 2005, in partnership with The ALS Association Massachusetts Chapter, Joe, Rick Arrowood and several BWH colleagues held their first annual ALS Vegas fundraiser at Gillette stadium, raising more than $130,000.00.A Massachusetts native, Shambo was introduced to The ALS Association Massachusetts Chapter after her husband, Joe, was diagnosed with ALS in 1998.


Building a Better Balance Sheet— Revenue Cycle Analysis Paves the Way

www.fortherecordmag.com [cached]

John O'Leary, director of revenue and reimbursement at Partners HealthCare System in Boston, has been using a custom version of MedeFinance's revenue analytics software since 2002.
As a large, multientity system that includes Brigham and Women's and Massachusetts General hospitals, a challenge existed since each entity had its own legacy system for addressing AR and reserves with limited abilities for standardized reporting. Because Partners wanted to manage AR and reserves from a centralized position, it sought a system that would homogenize data from disparate systems to facilitate a systemwide view of them. Traditionally, a hospital would determine its assets by assigning a provision percentage by payer and aging category inclusive of all reserves, including free care, bad debt, and denials, all in the same bucket. These reserve percentages would then be tested by sampling random claims-a time-consuming effort. "But now we are able to look at reserve buckets individually and come up with an individual provision percentage for each type of AR category based on the specific behavior patterns of write-offs, which provides much more accuracy when estimating reserves," says O'Leary. Under the old system, O'Leary says reserves would increase based on the AR's age, but since installing the RCA software, there is now a different reserve need for each AR type. For example, it generally takes about one year for free care to get off the books, two years for bad debt, and three years for denials. "With this software, we use history to predict the future," he says. "Before having the revenue cycle analytics software, 80% of the staff time was spent mining for data and 20% on analysis. MedeFinance allows us to update run-outs to come up with a more accurate prediction of what the reserves are. With current data available at the point and click of a mouse, Partners can react more quickly to changes in the current operating environment. O'Leary says having AR data available in near real time and the ability to examine and drill down on them with confidence in its accuracy enables Partners to be a bit leaner on reserves. Brigham and Women's and Massachusetts General hospitals-two of the largest academic medical centers in the Northeast-produce millions of transactions each year. With that in mind, O'Leary says system-level AR reporting would be nearly impossible to manage without RCA software. "With the ability to accurately perform reserve valuations, there are no surprises, which is a big advantage," he says. "Hospitals have a very thin margin these days, and you have to be comfortable with what you state as reserves. Our confidence in the data is so much higher now than with what would traditionally be done, and senior management trusts in our reporting because we have the best data available at our fingertips." The software gives Partners' patient financial services staff the ability to analyze denial reporting in real time, allowing them to be educated about how to mitigate potential denials. O'Leary says staff now have more time to commit to analysis rather than data mining, which can change outcomes because there is time to drill down on the data for the most accurate reporting. By taking advantage of the RCA software, Partners can examine transactions at several facilities to detect whether similar AR issues are occurring throughout the system. If so, it can use the data to find an appropriate solution. "You can create an executive dashboard and drive right through the data and cut it any way you want. It's information at your fingertips, and it's actionable," says O'Leary.


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