Patient Revenue Management Organization

The Patient Revenue Management Organization (PRMO) is the centralized billing and collections office for Duke University Health System, formed in 2001, as a standalone operating division of Duke University Health System. The PRMO supports revenue cycle functions for Duke University Hospital, Duke Primary Care, Duke Regional Hospital, Duke Raleigh Hospital, and the Private Diagnostic Clinic (Faculty Practice Plan), with a focus on efficiency, effectiveness and patient satisfaction. The organization consists of over 1,500 employees and in fiscal year2015, the PRMO was responsible for billing over $10 billion in gross charges while collecting $3.4 billion in cash.

Specifically, the PRMO has the following scope of responsibility:

  • Strategic revenue cycle management for DUHS hospitals, PDC/CPDC and DPC
  • Patient access services (Service Access) includes patient registration and intake, pre-visit estimations and financial counseling. There is a liaison relationship with hospital case management
  • Charge capture/entry, charge description, master management and liaison relationship with entity charge management and coding services
  • Billing and collections on total annual gross revenue base of $7.5 billion
  • Cash management, payment application and credit balance resolution for approximately $2.4 billion in cash collections
  • Patient customer service for all telephone and correspondence inquiries

The Strategic objectives for the PRMO include:

  • Maximizing patient revenue realization
  • Minimizing investment in accounts receivables
  • Providing outstanding patient service
  • Achieving outstanding service to physicians and other internal customers
  • Operating cost effectively
  • Leveraging leading edge technology, where appropriate
  • Reducing operational complexities
  • Developing a skilled and accountable workforce


To be a world class revenue management organization.

To provide patients with a first class experience from an administrative standpoint, commensurate with their clinical experience, while ensuring that DUHS and the physicians of the PDC are paid quickly and accurately for the services they provide.


  • Patient Friendliness
  • System Perspective
  • Innovation and Adaptability
  • Cash Focus
  • Cost Effectiveness
  • Two-way Accountability