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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.
Four industry-proven process improvement approaches are helping providers cut costs, reduce waste, and eliminate inefficiencies—while simultaneously enhancing the quality of care.
Providers are using technology to resolve labor shortages, improve coordination, increase access to care, and solve other care delivery shortcomings.
Iowa Health System is creating a toolkit to train clinicians on how to properly use the teach-back method to improve patient understanding.
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 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.
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.
Winchester Medical Center found a new use for its in-room interactive patient education system: assessing and documenting patient pain levels.
Good Samaritan Hospital has cut its door-to-floor and door-to-physician times in half after implementing three solutions to improve patient flow.
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.
Fall prevention approaches implemented during a six-month pilot program are now being successfully used hospitalwide.
St. Lucie Medical Center has reduced door-to-doctor times and decreased left-without-being-seen rates since redesigning its ED processes.
Scripps Health's laboratory consolidation and automation is expected to improve productivity, significantly reduce cost per test, and speed up turnaround times.
Sacred Heart Hospital used a unique team approach to identifying areas for cost reduction—and the lessons learned could be applied at your organization.
When Memorial Medical Center combines automation with improved processes, turnaround times for urinalysis are significantly reduced-and the potential for cost savings is revealed.
In less than eight months, Moffitt Cancer Center has added capacity for 900 new surgical procedures a year-without adding operating rooms or hours.
Screening patients in the intensive care unit for MRSA (methicillin-resistant Staphylococcus aureus) helps to reduce length of stay (LOS) and decrease hospital costs, according to a study published in the February issue of the American Journal of Infection Control
The paperless initiative at Howard University Hospital has reduced costs and improved policy compliance.
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.
Memorial Hospital, a regional hospital in South Bend, Ind., is using a systematic approach to reduce costs, increase revenue, and improve patient care.
The Heart & Vascular Institute at Memorial Hermann Southwest Hospital is reducing patient wait times.
Providers are using a number of tactics to boost productivity, such as adopting new technologies, using physician extenders, and redesigning to improve efficiency.
Instilling cost consciousness among staff requires a shared sense of purpose. Here, strategies for getting staff onboard with cost savings initiatives.
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.
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.
Case studies of two organizations participating in IHI’s Triple Aim initiative shed light on how to improve population health and the patient experience—while also reducing costs.
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.
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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