4 steps to help healthcare organizations plan for operating in a post-COVID-19 environment
To survive the current COVID-19 crisis and to thrive in the uncertain future that follows, healthcare organizations must take steps to prepare for and meet the full range of risks presented by the pandemic.
Hospitals need engaged physicians to manage supply preferences
Gainsharing and co-management are two strategies hospitals and health systems can employ to effectively engage physicians in organizational efforts to manage costs of physician preference items.
How CFOs can protect patients and clinicians during the COVID-19 pandemic
Marcus Schabacker, MD, PhD, president and CEO of ECRI, offers advice to healthcare CFOs on how they can help ease the burden on clinicians in the ongoing battle against COVID-19.
Key challenges hospitals must address to improve supply chain team effectiveness
To improve cost performance around physician preference items, hospitals must address challenges posed by the sheer volume of supplies and cost transparency, among others.
Why a focus on margin management is critical in a consumer-centric healthcare market
Providers that remain focused on service-by-service approach to care delivery will find themselves out of step with today’s consumer-focused healthcare system.
Care management and reduced LOS: How hospital leaders can connect the dots
Emerging care management approaches are focused on coordinating each step in a patient’s care journey, from tracking status at admission to coordinating with community-based providers after patients are discharged.
How healthcare providers can avoid being at a disadvantage when negotiating risk contracts
Stratifying patients by risk helps finance leaders understand the cost implication differentials of shifts in utilization, giving their organizations a more solid footing in risk-based contract negotiations.
How Orlando Health stemmed healthcare costs by eliminating unnecessary clinical process variation
An initiative to eliminate unnecessary variation in care processes for six diagnostic groupings enabled Orlando Health to significantly reduce its average length of stay for the diagnoses while realizing a substantial reduction in cost.
Main Line Health improves its bottom line by creating a collaborative culture
A health system's multifaceted performance improvement initiative, which yielded more than $120 million in savings, is exemplified by its approach to improving care processes in its ICUs.
Why health systems need a hybrid strategy and ambidextrous leadership to ensure financial sustainability
In today’s complex healthcare environment, health systems require an effective hybrid strategy that accounts for the fundamental differences among the various markets in which they compete, including inpatient, population health and emerging markets.