Confronting Opioid Overprescribing Head-On
Three health systems are taking ownership of their role in the opioid epidemic with physician-led initiatives to alter pain management practices and help doctors live up to their commitment to do no harm.
Henry Ford Health System Cuts Food Service Net Cost Per Patient Day
The health system achieved a 1-3 percent cost reduction by moving to self-operated services and streamlining vendors, while adding room service and healthier food options.
Carolinas Healthcare System Saved $1.5M Annually by Using Remote Interpreter Technology
The health system increased patient interpreter services from 370,211 minutes in 2015 to 915,466 in 2016, but still experienced a systemwide language access expense reduction of $203,360.
Feeding the Demand for Performance Management Information: Reports or Dashboards?
Access to actionable data presented in well-structured reports and dashboard formats optimizes decision-making.
What Revenue Cycle Departments can Learn from the Hospitality Industry
An emphasis on customer service can help revenue cycle staff increase cash flow, mitigate denial risk, and improve customer satisfaction.
Virtual Work Drives Productivity at Cleveland Clinic
Since initiating its remote worker program, Cleveland Clinic’s revenue cycle department has experienced a 13 percent increase in productivity.
Understanding the Problem of Claim Processing Waste
Even small improvements in connectivity and transparency could save a few dollars per healthcare claim, which adds up very quickly.
Prioritizing Accounts Helps Sanford Health Lift Patient Payments by $2.1M
Scoring and segmenting patients according to their propensity to pay, combined with using an automated dialer, can significantly improve the productivity of patient account teams.
Applying Cost Accounting to Hospital Print for Optimal Value
Sean Hughes explains how a more efficient approach to printing can contribute to value initiatives.
Using Physician Assistants Can Save Costs
Healthcare executives responding to a recent survey overwhelming agree that transforming costs is a “significant” or “very significant” need, but more than 50 percent have no cost reduction targets for the next five years or have a goal of 1-5 percent—a range that is far below what will be required to transform cost structures.