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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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Improve your revenue cycle performance through standard metrics, peer comparison, and successful practices.
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.
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.
To speak the language of physicians, hospital executives must understand how physicians make decisions and gain trust in the data that inform those decisions.
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.
There is compelling evidence that improving the management of chronic diseases holds huge potential for improving quality of care and lowering costs.
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.
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.
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.
A hypothetical case example demonstrates the value of business intelligence tools for trending analysis.
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.
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.
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.
Between 2010 and 2011, the typical U.S. hospital held net patient revenues to just over $9,300 per adjusted discharge.
The total cost of health care for a typical family of four covered by a preferred provider organization rose 7.3 percent from 2010 to 2011.
Hospital operating margins have been largely unaffected by the economic downturn.
Although hospital operating margins have remained relatively steady over the past several years, the percentage of hospitals with negative total margins was still growing in 2010.
Acute care discharges fell again in 2011, for hospitals overall and for most of the hospital groups.
The 2012 Milliman Medical Index found that the average cost of care for the typical family of four exceeds $20,000 in all but three of the 14 cities studied.
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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