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Financial, clinical, and administrative leaders identify key strategies to drive healthcare value.
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New HFMA research shows value-driving practices for specific hospital types.
An EHR can reduce a provider’s exposure to risk posed by the fraudulent use of healthcare data, but only to the extent that the provider has established proper controls.
To effectively manage risk, hospitals should develop a global capital strategy that includes philosophy, a policy, a plan, and a clear implementation process.
Structural and behavioral changes resulting from the consequences of healthcare reform will create new risks. CFOs need a disciplined process for managing such risks more effectively.
A precipitous decline in asset values has left many investment portfolios in intensive care, waiting for the recovery to finally take hold. In the interim, there are lasting lessons to be learned from the financial crisis.
HITECH increases the financial risk for hospitals that do not meet the privacy and security requirements under HIPAA.
In deciding how much property and casualty risk to retain, a hospital needs to identify a risk-retention level that suits its appetite for risk and satisfies certain financial performance indicators.
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.
One organization’s long experience as an accountable care organization shows that accountable care can be successful, not only in improving population health, but also financially.
Capitation once again seems on track to displace fee-for-service as the industry's predominant payment model. Unlike in the 1990s, the casualties may be the providers that cannot adapt, not the payment methodology.
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.
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.
FASB Accounting Standards Update 2010-24 changes how healthcare entities present medical malpractice liabilities on financial statements.
Decisions that involve risk (and almost all decisions involve some level of risk) must be considered within the context of the entire enterprise.
Not-for-profit healthcare organizations should not regard voluntary compliance with the Sarbanes Oxley Act as an end in itself: it should be part of a larger enterprise risk management initiative.
Acquiring and retaining patients can and should be taken in measured steps.
Real option logic places value on innovation and allows CFOs to grow the business systematically.
As the move toward accountable care organizations continues, many organizations have yet to give the associated risks the level of attention needed.
The search for business risk will take you on an enlightening journey throughout your organization.
If you are frustrated with marketing budgets that are based on cost, try starting with a strategic perspective.
Metropolitan Health System operates a 450-bed and 100-physician integrated community health system in a competitive market that has 1 million people residing in the primary and secondary service area.
Can't do anything about risks associated with your investment program? Not so. There is plenty that healthcare organizations could and should do. But it takes a firm commitment, the nurturing of a risk culture, and an open, collaborative environment.
The ability to share information regarding patient safety events led to reduced medical malpractice costs, enhanced patient safety, and improved quality of care for one captive insurance company's members.
This year marks an unhappy anniversary Ten years have passed since the largest not for profit healthcare bankruptcy in history.
In the wake of the subprime mortgage crisis, it is time for risk to receive the attention it deserves in executive suites and boardrooms of the nation's hospitals and health systems.
By mandating common data standards and deploying common processes across the finance function, healthcare organizations can become more responsive to market changes-and better able to outperform their peers.
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