Case Example: A Large Medical Group Transitions to Value
The transition to value makes it necessary for healthcare organizations to find new ways to adapt to change.
Preparing for Value-Based Payment: Fundamental Change That Encompasses the Revenue Cycle
The transition to value makes it necessary for healthcare organizations to find new ways to adapt to change.
How Allina Health Used Data to Improve Quality and Reduce Cost
Data can be the key to improving financial performance while maintaining patient satisfaction.
Lean Construction Processes Maximize Value
Three recent projects, each in a different geographic location, stand out as strong examples of how implementing a collaborative approach and some fundamental Lean principles helped lay the groundwork for success.
Electronic Claim Processing Can Save Millions of Work Hours
If providers fully adopt automated processes for claim transactions, a minimum of 1.1 million hours of administrative work could be saved per business week each year, according to a 2016 CAQH study.
Ask the Experts: Developing a Bundled Payment Team
Who are the main players within finance and other departments who are typically involved in developing bundled payments?
Using Dashboards to Drive Better Performance
The decision support team at Baptist Health implemented a new tool that provides dashboards to monitor service line performance, profitability, and utilization.
Solving the Unique Revenue Cycle Challenges of EMS Providers
An EMS provider cut A/R days in half by addressing the unique challenges of emergency medical service revenue cycle processes―limited time to capture patient data and insurance coverage information and a lack of technology integration with other healthcare providers.
Savings and Efficiency Attainable by Partnering with Managed Service Providers
Vendor-neutral managed service providers can help health systems achieve savings and program efficiency across multiple high-cost areas, including labor and supplies.
A New Approach to Support Staffing in Physician Practices
Organizations should adapt support-staffing levels for physician practices using a comprehensive approach, including a variety of factors such as provider mix, productivity, and the level of patient access.