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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.
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.
Improve your revenue cycle performance through standard metrics, peer comparison, and successful practices.
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 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.
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.
The Heart & Vascular Institute at Memorial Hermann Southwest Hospital is reducing patient wait times.
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.
St. Lucie Medical Center has reduced door-to-doctor times and decreased left-without-being-seen rates since redesigning its ED processes.
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.
Providers are using technology to resolve labor shortages, improve coordination, increase access to care, and solve other care delivery shortcomings.
Table of contents for the April 2011 issue of HFMA's newsletter Healthcare Cost Containment
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.
Productivity has increased 20 percent at ThedaCare since Lean Six Sigma processes were adopted across the organization-and have saved more than $2,200 per patient on one unit alone.
At Lee Memorial, an initiative to reduce escalating employee healthcare costs through an employee health clinic is reducing costs for employers-and increasing satisfaction of employers and patients.
Value-based thinking employed through utilization management has reulsted in more than $3 million in savings for Enloe Medical Center.
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.
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.
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.
When Memorial Medical Center combines automation with improved processes, turnaround times for urinalysis are significantly reduced-and the potential for cost savings is revealed.
Scripps Health's laboratory consolidation and automation is expected to improve productivity, significantly reduce cost per test, and speed up turnaround times.
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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