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Big themes, big networking opportunities, big focus on careers, big payoff in educational content: ANI 2014. Register now.
This April 30 webinar covers several aspects of the Telephone Consumer Protection Act: auto-dialers, prior express consent, third-party debt collectors, and more.
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Many hospitals are scrambling to avoid CMS penalties for excess COPD readmissions, which go into effect Oct. 1, 2014. One exception is Charlotte, N.C.-based Carolinas HealthCare System, which has been successfully managing its COPD population for years.
Phase 2 of HFMA’s Value Project research includes five recommendations for action steps that value-oriented providers can take now in preparation for value-based payment.
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.
Opinions differ as to the effect the Affordable Care Act will ultimately have on private health insurance.
Hospitals and physician practices can be structurally or functionally integrated, but those that are structurally integrated often do not function as integrated health systems.
In response to unsustainable cost growth, employers and carriers are deploying a number of tactics to reduce healthcare total expenditures and improve quality.
CFOs should ask these questions before they enter into a physician alignment agreement.
The return on investment for high-value health care includes improved safety, reduced cost, and higher volume.
The transition to a value-based healthcare system will require changes in many things, not least of which is the language used to define value in health care.
As independent medical practices seek hospital-physician alignment, hospitals should strive to be the “hospital of choice” for those practices for their mutual survival.
As the transition to a value-based payment and care delivery system accelerates, more providers will consider taking the plunge into population health management.
As the dust is settles on the Supreme Court decision on whether the Affordable Care Act is constitutional, providers need to recognize how much uncertainty remains in the future and plan accordingly.
There are revenue opportunities hidden in the healthcare reform law for strong, nimble hospitals and health systems that can demonstrate strong quality and financial performance.
For integration among hospitals, physicians, and other providers to be successful, healthcare leaders should address eight competencies in executing an effective integration strategy.
Baylor Health Care System believes that an accountable care organization (ACO) should start with a conviction that every aspect of the organization should be devoted to serving patients.
Skilled nursing facilities that participated in an INTERACT quality improvement project experienced a 17 percent year-over-year reduction in hospital admissions.
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.
Developing a bundled price offering requires careful planning and leads providers and physicians down the road to delivering better care.
Hospitals that are structured as systems of focused factories-providing bundles of care in a variety of service lines-will be better positioned to compete under value-based business models.
CMS’s final regulations for ACOs make an ACO strategy seem more appealing, but hospitals still will need to perform a careful assessment of their readiness to pursue this strategy.
This brief article highlights the bundled payment program and is perfect for time-contrained board members.
This article recap about dealing with reductions in Medicare payment is perfect for sharing with time-constrained board members.
As the need to integrate services and collaborate with other provider types increases, it will be important to know the playing field for other care settings, including skilled nursing facilities.
Compromise on the economy is challenging in a polarized environment.
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.
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