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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.
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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