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Big themes, big networking opportunities, big focus on careers, big payoff in educational content: ANI 2014. Register now.
This March 12 webinar explains the current and emerging compliance requirements for 340B hospitals and health systems.
Focus, strengthen, and master the skills critical for individual and organizational success. Available in multiple locations.
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Get the perspectives of leading healthcare finance professionals on today's hottest issues.
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Listen to a March 18 webinar on charity care policies and gain access to past Forum webinars.
An ever-expanding collection of spreadsheets, policies, job
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Forum members can submit vexing questions to a panel of experts
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Get an objective third-party evaluation of products and services used in the healthcare finance workplace.
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.
Improve your organization’s approach to medical account resolution with these best practices.
Help patients understand the cost of services they receive, their insurance coverage, and
their individual responsibility.
Enterprise risk management offers an effective way to identify, evaluate, and plan for risks and opportunities—that originate or escalate beyond the hospital walls.
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.
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.
Flawless execution of strategic objectives ensures that an organization's goals are realized and limited resources are not wasted.
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 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.
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.
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.
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.
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.
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.
To effectively manage risk, hospitals should develop a global capital strategy that includes philosophy, a policy, a plan, and a clear implementation process.
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.
If you are frustrated with marketing budgets that are based on cost, try starting with a strategic perspective.
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.
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.
The enterprise risk management process can be used to identify, quantify, mitigate, and monitor financial and capital risks.
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