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Capitation 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.
Two articles present challenges representing a multitude of risks healthcare organizations face today. And the solutions the authors propose represent a wise approach to coping with these risks.
Increased exposure to risk will be a reality for most hospitals and health systems in the transition to value, but there are strategies they can employ to manage their exposure to risk.
As the transition to a value-based payment and care delivery system accelerates, more providers will consider taking the plunge into population health management.
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.
FASB Accounting Standards Update 2010-24 changes how healthcare entities present medical malpractice liabilities on financial statements.
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.
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.
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.
Flawless execution of strategic objectives ensures that an organization's goals are realized and limited resources are not wasted.
Advice on how to quantify the financial risks attached to various investments, including swaps using Monte Carlo analysis.
By investing in commodities, TIPS, and REITS, healthcare organizations can steer around the “silent tax” of inflation.
HFMA has been working with academic medical centers, aligned integrated systems, multihospital systems, rural hospitals, and stand-alone hospitals to define unique road maps to value for each group.
Financial reporting of medical malpractice self-insurance is evolving, with the rate of claims climbing. Accounting guidance has evolved, affirming some practices while modifying others.
How integrated business planning can help healthcare finance leaders make sophisticated, accurate, and rapid plans and forecasts.
A concise summary of the federal regulations around data breaches-and advice on how to assess, prevent, and manage such incidents.
To protect against malpractice, hospitals should ensure that staff not only know the rules, but also follow them.
The enterprise risk management process can be used to identify, quantify, mitigate, and monitor financial and capital risks.
Hospital leaders are doing everything they can to bolster their organizations' strategic financial positions. Effective management of risk, now and into the future, is key to this process.
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.
This year marks an unhappy anniversary Ten years have passed since the largest not for profit healthcare bankruptcy in history.
Real option logic places value on innovation and allows CFOs to grow the business systematically.
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.
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.
Acquiring and retaining patients can and should be taken in measured steps.
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.
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.
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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