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This Dec. 17 webinar provides a better understanding of the market trends driving providers toward high-risk contracts, challenges that providers face, and potential technology infrastructure changes.
Get the latest, practical education in key areas of healthcare finance over 1, 2, or 3 days. Choose Essentials Programs or Master Sessions in Chicago, DC, or Seattle. Register early and save $100.
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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.
Guidance for understanding and communicating about the price of health care.
Guidelines on how to make it easier for consumers to get information about healthcare prices.
Iowa Health System is creating a toolkit to train clinicians on how to properly use the teach-back method to improve patient understanding.
Fall prevention approaches implemented during a six-month pilot program are now being successfully used hospitalwide.
Providers are using technology to resolve labor shortages, improve coordination, increase access to care, and solve other care delivery shortcomings.
These healthcare providers still have some work to do to qualify for HITECH meaningful use incentives. But their electronic health records are already creating efficiencies-and, most important, improving patient care in meaningful ways.
Four industry-proven process improvement approaches are helping providers cut costs, reduce waste, and eliminate inefficiencies—while simultaneously enhancing the quality of care.
St. Lucie Medical Center has reduced door-to-doctor times and decreased left-without-being-seen rates since redesigning its ED processes.
Taking a multidepartmental approach, Nash Health Care Systems was able to reduce its Methicillin-resistant Staphylococcus aureus (MRSA) infection rate by 84 percent over the past four years.
Banner Good Samaritan Medical Center in Phoenix is decreasing noise and increasing patient satisfaction scores by using interactive patient care technology.
Good Samaritan Hospital has cut its door-to-floor and door-to-physician times in half after implementing three solutions to improve patient flow.
Scripps Health's laboratory consolidation and automation is expected to improve productivity, significantly reduce cost per test, and speed up turnaround times.
Winchester Medical Center found a new use for its in-room interactive patient education system: assessing and documenting patient pain levels.
The introduction to "Collaborating for Results," a Leadership special report. This report demonstrates how providers can increase quality and reduce costs by crossing department and organizational silos and working cooperatively.
In less than eight months, Moffitt Cancer Center has added capacity for 900 new surgical procedures a year-without adding operating rooms or hours.
Instilling cost consciousness among staff requires a shared sense of purpose. Here, strategies for getting staff onboard with cost savings initiatives.
When Memorial Medical Center combines automation with improved processes, turnaround times for urinalysis are significantly reduced-and the potential for cost savings is revealed.
As they cope with the highest unemployment rate in the country, three Michigan hospitals are taking determined and creative steps to contain costs and shore up their finances.
Sacred Heart Hospital used a unique team approach to identifying areas for cost reduction—and the lessons learned could be applied at your organization.
Ardent Health's quality culture pays off in a $4 million reduction in supply costs last year, an anticipated 30 to 40 percent decrease in registration related costs, and much more.
Providers are using a number of tactics to boost productivity, such as adopting new technologies, using physician extenders, and redesigning to improve efficiency.
This infographic highlights more than 20 innovative practices that hospitals and health systems are adopting to improve patient flow in the ED and beyond.
The Heart & Vascular Institute at Memorial Hermann Southwest Hospital is reducing patient wait times.
According to Press Ganey's 2009 Emergency Department Pulse Report, which analyzes data from 2008, patients spent an average of 243 minutes in the ED, an additional 27 minutes when compared with data in 2002.
Memorial Hospital, a regional hospital in South Bend, Ind., is using a systematic approach to reduce costs, increase revenue, and improve patient care.
Using a DRG-based tracer approach, Mount Sinai Hospital decreased length of stay for chest pain patients by 0.48 days in one calendar year and saved nearly $317,255.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
Amy Amick, president, revenue cycle management, and William Davis, vice president, revenue cycle advisory solutions, both with MedAssets, share insights on the industry and techniques to drive sustainable performance improvement.
Eric Ward, president and CEO, Parallon Revenue Cycle Services, discusses key trends in revenue cycle management and factors providers should consider when partnering to advance their revenue cycle performance.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
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.
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