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This Aug. 21 webinar explains how consolidation methodology expedites value analysis efforts and improvement management of high-variability items.
Advance your own or your organization's revenue cycle knowledge base with our online CRCR course and exam.
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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.
An analysis looked at Medicare discharges to assess how physician admitting practices differ between physician-owned hospitals and other hospitals.
CFOs should work with the hospital’s actuary and external auditor in deciding on the discount rate to apply to self-insured medical malpractice reserves.
Publicly available data from Medicare can help hospitals benchmark their experience against the experiences of their peers to identify unexpected variations and opportunities for improvement.
Overall, hospital operating margins have remained steady over the past several years, but for different hospital classes, results were mixed.
Equivalent patient units is a new measure of hospital volume that improves finance leaders’ ability to compare activity and costs—and identify savings potential.
Four industry leaders share the ways in which business development is changing in an era of reform—and how CFOs and other healthcare leaders should prepare.
A hypothetical case example demonstrates the value of business intelligence tools for trending analysis.
Implementing a business intelligence system signals a hospital’s readiness to embrace the future of data analysis for performance improvement.
The accelerating trend towards hospital employment has affected compensation levels in both hospital-owned and non-hospital-owned physician practices.
The typical U.S. hospital increased its average length of stay slightly, from a median of 3.25 days in the first quarter of 2010 to 3.29 days in the first quarter of 2011.
Report data from the Program for Evaluating Payment Patterns Electronic Report are a useful tool for hospitals to enhance compliance efforts and strengthen processes.
As the need to integrate services and collaborate with other provider types increases, it will be important to know the playing field for other care settings, including skilled nursing facilities.
Benchmarking revenue cycle performance requires comparing your organization with true peers. This article shares HFMA analysis on the factors that make true peers and the bottom-line benefit from using benchmarking to improve performance.
Not-for-profit hospital revenue growth has declined to its lowest level in two decades. Revenue pressure is coming from Medicare, Medicaid, commercial payers, patient volume, uncompensated care, ICD-10, and fee-for-service and bundled payment.
Executives from 19 top-performing critical access hospitals, as measured by five key financial performance indicators, point to nine factors that they deem essential to a CAH's financial success.
Measuring trends in Medicare and Medicaid day utilization percentages can help hospitals in budgeting, planning, and measuring financial performance.
To speak the language of physicians, hospital executives must understand how physicians make decisions and gain trust in the data that inform those decisions.
Findings of a recent study suggest that some types of hospitals participating in CMS's Value-Based Purchasing program can expect to perform much better than other types.
Utilization and associated revenue capture of six baseline CPT codes reflecting nursing activity can be a useful diagnostic tool of the health of a hospital’s ED revenue cycle.
When comparing a hospital's labor productivity with that of peer hospitals, finance leaders should keep in mind some limitations of the most widely used metrics.
Health system leaders should understand the total costs of care in their communities, and how those costs across the continuum compare with total costs in similar communities.
Measuring gross revenue is becoming increasing less reliable as an indication of how well hospitals are doing in their revenue cycle management activities.
Performance dashboards enable multihospital systems to translate priorities for quality and safety improvement, fiscal performance, and customer satisfaction into measurable targets.
Top performing hospitals in the 2010 Community Value Index® achieve their rankings primarily on the basis of their low cost structures.
Less-than-stellar patient satisfaction results are dragging down hospitals’ value-based purchasing (VBP) scores—a tally that the Centers for Medicare & Medicaid Services (CMS) intends to use in calculating Medicare reimbursements beginning October 1, 2012.
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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