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Between 1997 and 2008, the number of hospitalizations covered by Medicaid increased by 30 percent.
In 2008, U.S. hospital readmission rates increased with the number of days postdischarge.
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.
Sharp HealthCare has formed a preferred provider, value-based purchasing arrangement with a major employer and payer, forming San Diego County's first tiered HMO network.
The Medicare Shared Savings Program has created the impetus for accountable care organizations. But financial leaders should heed two important lessons from past integration efforts-and six influential forces-before pursuing an accountable care organization.
The priority challenge under health reform is not responding to insurance overhaul-but preparing for financially strapped patients with continually rising payment responsibilities.
By first quarter 2009, hospitals were holding costs at close to 0 percent annually.
The recession presents some unprecedented challenges for hospitals' operations and underscores the need for cost containment strategies that will help organizations survive today's economic crisis and prepare themselves for the future.
For Baylor Health Care System establishing an ACO is the next step toward a transformation that began more than a decade ago.
The Medicare percentage of discharges declined from 2008 to 2007, while the Medicaid percentage of discharges increased for urban and rural hospitals but declined for critical access hospitals in the same period.
From 1997 to 2007, the average length of stay for hospitalizations declined from 4.8 days to 4.6 days. However, the ALOS varied by payer, and most of the reduction in ALOS over the decade came from Medicare alone.
The 340B program can help hospitals balance finances, protect against price increases, reduce their own healthcare costs, and increase patient access to pharmacies.
Close working relationships with post-acute care providers will be a key success factor as hospitals prepare for readmission penalties, accountable care, and bundled payment.
A hospital’s least experience—and greatest exposure—is with skilled nursing facilities, which admit a growing number of Medicare Part A patients on discharge.
"I simply cannot see how consumers will be able to hold up their end of the reform bargain when the mandate goes into play."
How much should you invest in patient acquisition versus retention?
Five financial landmines when planning and implementing an electronic health record (EHR).
Eight observations about the proposed ACO rule-and some thoughts for providers that are considering participating in the program.
The CFO and CIO of Poudre Valley Health System offer advice on meeting meaningful use incentives for electronic health records (EHRs).
St. Vincent Health significantly expanded its market share after developing the first freestanding emergency department in Indiana. Other providers are following suit.
Not-for-profit Abington Health has extended its mission in recent years by acquiring two for profit hospitals, says CFO Michael B. Walsh.
The 100 top-performing hospitals outperformed average U.S. hospitals on all Community Value Index measures.
Insured patients, as well as uninsured patients are skipping or delaying care.
The CIO of Holy Redeemer Health System discusses how the organization is on track to meet meaningful use incentives for electronic health records (EHR).
Avera Health is offering a suite of telehealth services to rural hospitals.
Tom Myers, chief strategy officer, The SSI Group, discusses the shifting payment environment and how it affects providers' patient access and claims management processes.
Jeff Chester, senior vice president and chief revenue officer at Availity, shares his thoughts on "Revenue Cycle 2.0" and how to best meet its challenges.
Mitch Morris, vice chair and global leader, healthcare, Deloitte, and Michael O'Rourke, senior vice president and chief information officer, Catholic Health Initiatives (CHI), share perspectives on the need for transformational IT in health care today.
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.
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.
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