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This Jan. 22 webinar shares how a care management strategy empowers physicians to work smarter using population analysis, risk stratification, and proactive care management workflow.
Get the latest, practical education in key areas of healthcare finance over 1, 2, or 3 days. Choose Essentials Programs or Master Sessions in Chicago, DC, or Seattle. Register early and save $100.
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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.
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.
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.
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.
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.
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.
To speak the language of physicians, hospital executives must understand how physicians make decisions and gain trust in the data that inform those decisions.
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.
Measuring trends in Medicare and Medicaid day utilization percentages can help hospitals in budgeting, planning, and measuring financial performance.
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.
Equivalent patient units is a new measure of hospital volume that improves finance leaders’ ability to compare activity and costs—and identify savings potential.
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.
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.
This article includes 2008 inpatient data on cost per discharge, staff hours per discharge, net price per discharge, and Medicare payment percentage.
Hospital operating margins have been largely unaffected by the economic downturn.
Average payment period, current asset turnover, salary per FTE, and outpatient revenue percentages are included.
Your hospital can implement four process-improvement steps immediately to increase the efficiency of your denials management process.
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.
Although the number of hospital stays grew by 14 percent between 1997 and 2009, growth varied widely by expected primary payer.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
Amy Amick, president, revenue cycle management, and William Davis, vice president, revenue cycle advisory solutions, both with MedAssets, share insights on the industry and techniques to drive sustainable performance improvement.
Eric Ward, president and CEO, Parallon Revenue Cycle Services, discusses key trends in revenue cycle management and factors providers should consider when partnering to advance their revenue cycle performance.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
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.
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