Real strategy for healthcare real estate
Hospital and health system leaders should devote the same level of strategic focus and analytical rigor to their organizations’ real estate as they apply elsewhere within the enterprise.
Have hospital-at-home programs finally come of age?
The COVID-19 pandemic has significantly accelerated interest in developing and expanding hospital-at-home programs. For healthcare organizations that are pursuing risk-based contracting with an APM, a hospital-at-home program offers the potential to improve care and reduce costs for a segment of the patient population.
340B Program success depends on the quality of self-auditing
Healthcare organizations participating in the 340B Drug Pricing Program should self-audit of their compliance with the program to ensure its ongoing success and effectiveness.
Financial Sustainability Report: December 2020
The December 2020 Financial Sustainability Report, sponsored by Kaufmann Hall, examines hospitals’ and health systems’ growing imperative, driven by COVID-19, to pivot their OR strategy to the ambulatory care arena. Other content explores new initiatives focused on SDOH and new opportunities to reduce costs of physician credentialling through collaboration enabled by distributed ledger technology.
Determining cost of capital can be a tricky matter for not-for-profits
An important question for healthcare finance leaders is, “What is our cost of capital?” The answer to this question, however, is not at all straightforward and ultimately depends on context, with tax exemption possibly hanging in the balance.
3 ways hospitals need to pivot their OR strategy in the wake of COVID-19
To maintain OR procedural revenue in the years following COVID-19, hospitals and health systems require a new surgical services strategy led by physicians and characterized by a focus on ambulatory care, with a strong emphasis on improving the patient experience and overall OR process efficiency.
How health systems can avoid unforeseen obstacles during a merger
When pursuing a merger and acquisition (M&A) transaction, merging parties should engage in intentional integration planning to avoid potential barriers that can dampen new organization's promise. Ideally, integration planning starts with developing a strong business case and continues through the pre-close transition and efforts to combine operations within the new organization.
Distributed credentialing: The new provider mobility imperative
Healthcare organizations must validate the identity and credentials of all the physicians that deliver care in their facilities, which creates a significant revenue cycle, recruiting and physician relations challenge. New approaches using blockchain and distributed ledger technology offer a way for organizations to collaborate on this process, saving them substantial time and expense.
Financial Sustainability Report: November 2020
The November 2020 Financial Sustainability Report, sponsored by Kaufman Hall, explores the long-term implications for hospitals and health systems of the deferral of elective procedures at the start of the COVID-19 pandemic, and it provides insights into healthcare organizations’ need for consumer-focused strategies. Other topics include 340B compliance and revenue cycle redesign after COVID-19.
Lessons learned from the transition from volume to value
To effectively transition to value, ACO must fully grasp the success factors that will determine future success under value-based payment, including success with downside risk. A research study examined key organizational, financial, market and other characteristics that support the decision to take on risk.