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MAP App is a web-based application that helps organizations improve revenue cycle performance based on industry-standard metrics called MAP Keys.
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Guidance for understanding and communicating about the price of health care.
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Improve your revenue cycle performance through standard metrics, peer comparison, and successful practices.
Catholic Health Initiatives is trying to figure out the true costs associated with nursing—so that the health system can do a better job managing nurse staffing costs.
Not-for-profit and public hospitals follow different accounting standards so their financial characteristics are distinguishable.
The average cost per discharge was $9,100 for all payers in 2008. Medicare discharges had the highest average cost per hospital stay ($11,300).
Costing for physician practices presents unique challenges for hospital finance professionals.
Learning to use existing capacity more efficiently may be the fastest way for hospitals and health systems to generate revenue.
A lack of good costing data is a barrier to achieving value in healthcare organizations. Learn how to select and implement technologies designed to improve costing.
CFOs should take advantage of key opportunities to achieve cost savings and performance improvement in financial services.
HFMA's Principles & Practices Board is is working on publishing guidance on the recording of meaningful use payments.
Advice for revenue cycle leaders on the formula and current benchmark for cost to collect.
Examining your organization's cost to collect ratio-the amount of dollars an organization must spend to collect one dollar in revenue-can be a wise strategy.
The Cleverleys make the case for a better facility level productivity metric: man hours per equivalent discharge. This new metric evaluates workforce hours in relation to inpatient and outpatient units of service.
When inpatient charges represented 90 percent of total volumes, using adjusted patient days or adjusted discharges as a volume metric made sense. But when outpatient volumes continue to trend upward, it's time to adopt a more realistic volume metric.
To succeed under the new value-focused business model, hospitals and health systems will need to have the following mechanisms in place: revenue management, cost management, use of human capital, physician revenue/compensation modeling and budgeting, and management reporting.
The Cleverleys have identified a new metric that can assess the costliness of hospital care across hospitals and across market areas-without bias toward cost shifting or payer mix issues.
After a technology upgrade, a hospital should take specific steps preempt issues that could lead to decreased revenue.
A proposed new model for lease accounting can have a significant financial impact on healthcare organizations.
Due to high fixed costs, hospitals can capture few variable costs using incremental cost reduction strategies. Instead, they should consider reducing capacity and optimizing use of remaining capacity.
A detailed charge code analysis can be a powerful tool for identifying specific areas for cost reduction, which can lead to large and sustainable improvements.
In the face of the nation's economic challenges, hospitals are under increasing pressure to reduce costs. Benchmarking is key to achieving that goal.
Costly drug-eluting stents could dramatically alter projected demands for cardiac surgical services.
Hospitals can use their call centers to determine the success of marketing projects aimed at attracting patients to the organization.
A hospital that does not have an activity-based costing system could be putting its financial viability at considerable risk.
A shift in focus from large patient populations to clusters within specific services as healthcare reforms are implemented will fuel the need for detailed cost accounting.
Learn how reform will change hospital costing systems—and five strategies to help your organization adapt.
Equivalent acute patient days (EAPDs) are more accurate than adjusted patient days (APDs) for analyzing hospital cost increases over time if inpatient types differ significantly in terms of acuity.
Brian Kueppers, founder and CEO, Apex, discusses the importance of a robust patient payment strategy in boosting organization revenue and enhancing patient satisfaction.
Brian Grazzini, CFO, HealthPort, describes the importance of efficient and compliant information exchange and audit management in helping HIM staff spend less time on paperwork and more on mission-critical projects.
Cindy Matthews, executive vice president, Community Hospital Corporation, discusses how rural and community hospitals can use collaborative partnering to position for success through tough market conditions.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care’s changing payment environment.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
Russ Graney, founder and CEO for Aidin, and John Laursen, head of business development for Aidin, share insights on how to improve care transitions between acute and post-acute care settings and incentivize high-quality patient outcomes.
Scott Elston, strategic accounts manager, GE Healthcare Services, describes how substantial cost reduction in health care requires rethinking business strategy and asset use.
Robert Williams, MD, director, Deloitte Consulting LLP, and Arielle Freiberger, product strategist, ConvergeHEALTH by Deloitte, explain how sophisticated retrospective, real-time, and predictive data analytics can inform decision making to reduce costs and improve care.
Stuart Hanson, director of business development (healthcare solutions) at Citi Retail Services, discusses how improving the payment experience can benefit consumers and healthcare providers.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
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