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New HFMA research shows value-driving practices for specific hospital types.
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High-payment hospitals enjoy a 3-to-1 advantage in average market share over low-payment facilities. This position in the market has enabled hospitals to demand higher levels of payment.
Healthcare strategic financial planners should be using their power of the purse to compel investments in technology that have proven to make workers more efficient and effective—liberating resources for more productive use in the process.
With its new ambulatory care approach, New York-Presbyterian hopes to increase outpatient volumes, free up inpatient and outpatient capacity, and improve efficiency.
Baylor’s journey to building a synergistic approach to service line planning began in 2010 when the health system assigned operational leaders to its leading service lines.
To accommodate its growing data storage needs, St. Dominic Hospital adopted a new flexible, expandable infrastructure approach called scale-out network-attached storage.
The yield on premium bonds often ends up higher than advertised, which can come as a surprise to many hospitals. The root of the problem is an industry convention that is intended to put investors first.
Here’s how one Midwest critical access hospital met the capital challenge to build a state-of-the-art medical facility.
On average, 300-bed hospitals using cost-to-charge ratios overestimate the profitability of orthopedic surgery by $1.2 million a year.
Close working relationships with post-acute care providers will be a key success factor as hospitals prepare for readmission penalties, accountable care, and bundled payment.
Hospital leaders are doing everything they can to bolster their organizations' strategic financial positions. Effective management of risk, now and into the future, is key to this process.
Jupiter Medical Center took a fresh look at how it could reposition and expand its outpatient services.
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