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This Aug. 21 webinar explains how consolidation methodology expedites value analysis efforts and improvement management of high-variability items.
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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.
Find suppliers and products in this comprehensive vendor directory for healthcare finance professionals.
Improve your revenue cycle performance through standard metrics, peer comparison, and successful practices.
Guidance for understanding and communicating about the price of health care.
Guidelines on how to make it easier for consumers to get information about healthcare prices.
When establishing new service charges in a hospital’s chargemaster, it is important to be mindful of the potential for lost revenue due to lesser-of-charge-or-fixed-fee clauses in payer contracts.
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.
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).
Not-for-profit and public hospitals follow different accounting standards so their financial characteristics are distinguishable.
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.
Costing for physician practices presents unique challenges for hospital finance professionals.
CFOs should take advantage of key opportunities to achieve cost savings and performance improvement in financial services.
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.
Learning to use existing capacity more efficiently may be the fastest way for hospitals and health systems to generate revenue.
After a technology upgrade, a hospital should take specific steps preempt issues that could lead to decreased revenue.
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.
Learn how reform will change hospital costing systems—and five strategies to help your organization adapt.
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.
Equivalent patient units is a new measure of hospital volume that improves finance leaders’ ability to compare activity and costs—and identify savings potential.
Variations in Medicare payment in different states may put hospitals in some states at a disadvantage by contributing to negative Medicare margins that other hospitals have been able to avoid.
The Medicare cost report is a tool that can help you perform cost analyses and benchmark your organization against your competitors.
Four components of Medicare payment that have shown considerable variation among states are outlier payments, DSH payments, IME-GME payments, and total capital and other pass-through cost payments.
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.
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 proposed new model for lease accounting can have a significant financial impact on healthcare organizations.
In the face of the nation's economic challenges, hospitals are under increasing pressure to reduce costs. Benchmarking is key to achieving that goal.
A hospital that does not have an activity-based costing system could be putting its financial viability at considerable risk.
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.
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.
Doug Festermaker, managing partner and executive vice president of health care, Warbird Consulting Partners, shares strategies to leverage outsourced CFO expertise to lead special projects or fill interim roles while recruiting is underway.
Lisa Schneider, CFA, managing director, non-profits & healthcare systems at Russell Investments, offers insights on today’s asset management environment and what to look for when working with a solutions provider to optimize a healthcare organization’s portfolio strategy and manage risk.
Todd W. Lillibridge, president and CEO of Lillibridge Healthcare Services Inc., and executive vice president of medical property operations at Ventas, discusses trends in healthcare real estate strategy and key considerations when choosing a partner for managing a healthcare organization's service and capital needs.
Paul Weygandt, MD, JD, vice president of physician services, talks about the importance of integrating clinical documentation improvement with patient care in real time, and how Nuance is turning the EHR into a tool valued by physicians.
Robert Reid, CEO, of Intacct discusses healthcare providers' urgent need to manage growth, and how the right cloud financial management application can make all the difference for their financial leaders.
Chris Armstrong, principal and ICD-10 practice leader for Deloitte Consulting LLP, and Steve Burrill, partner and health care provider advisory practice leader for Deloitte & Touche LLP, offer strategies to consider for determining the best path forward during the delay.
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