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Inside the April 2012 issue of HFMA's newsletter Healthcare Cost Containment, featuring practical strategies for reducing labor expenses, supply chain costs, service-line costs, and other expenses affecting hospitals and health systems.
A look at the issues covered in the December 2011 issue of HFMA's newsletter Healthcare Cost Containment.
Hospitals can achieve cost savings by reminding surgical house staff and attending physicians about the charges associated with ordering daily blood drawing for routine blood work.
David Butz, a University of Michigan professor who researches the economics of healthcare delivery, offers a number of practical strategies for physician engagement by finance.
In the last year, Our Lady of Lourdes Medical Center’s cardiovascular unit has shaved three days off of its length of stay, reduced treatment costs by thousands of dollars, and improved quality measures such as door-to-balloon time—thanks largely to its innovative partnerships with physicians.
Tracking and documenting expensive implants as they are used is expected to save $1 million this year for a teaching hospital with a busy OR.
Costing for physician practices presents unique challenges for hospital finance professionals.
Learn why we’re wasting every other dollar we spend in health care.
Involving patients and family members in clinical and administrative improvement initiatives can not only provide patients with a better healthcare experience, but also enhance healthcare organizations' overall performance.
Memorial Hermann Healthcare System in Houston initiated an electronic payment and invoicing system for suppliers in 2008—and has achieved seven-figure savings.
Eliminating unnecessary touch points in medication distribution can reduce costs and enhance safety at hospitals.
Learn strategies for helping physicians understand what is driving the bottom line.
View the lineup for the August 2012 issue of HFMA's newsletter Healthcare Cost Containment, featuring strategies for reducing healthcare labor and supply expenses and other costs.
The October 2012 issue of HFMA's newsletter Healthcare Cost Containment offers practical strategies for financial strength.
A strong partnership between revenue cycle operations and supply chain management is essential to protecting revenue integrity.
An analysis by Premier healthcare alliance has identified measurable hospital savings opportunities in 15 categories.
By using a time-driven activity-based costing model, a renal clinic in Taiwan was able to enhance efficiency, reduce costs, and increase patient satisfaction.
When inpatient charges represented 90 percent of total volumes, using adjusted patient days or adjusted discharges as a volume metric made sense. But when outpatient volumes continue to trend upward, it's time to adopt a more realistic volume metric.
This article includes 2008 inpatient data on cost per discharge, staff hours per discharge, net price per discharge, and Medicare payment percentage.
How can hospitals and health systems gain greater efficiency in transportation services and reduce costs? One transportation executive provides strategies organizations should consider.
A look at the February 2012 issue of HFMA's Healthcare Cost Containment newsletter, featuring strategies for reducing costs related to labor, supply chain, service line management, and other areas in hospitals and health systems.
Focusing on clinical and operational across multiple facilities enabled one health system to more effectively pinpoint trouble spots—and has led to millions of dollars in cost reductions.
Learn the innovative approaches two health systems are using to limit variation and waste and improve value.
In 2009, the average inpatient hospital stay was 0.3 days shorter and $2,600 more expensive than the average stay in 1997, according to a November 2011 report.
Studies by a professor of radiology and neurosurgery at Mayo Clinic show that treatment costs for some neurovascular conditions are higher than reimbursement from the Centers for Medicare & Medicaid Services for such treatments.
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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