Aaron Crane: It’s past time for a prescribed burn in the healthcare industry
HFMA National Chair Aaron Crane compares our healthcare system to an unmanaged forest and encourages healthcare finance professionals to act to bring about needed change and innovation.
Innovative venue sourcing: Minnesota Chapter hosts event at business partner facility
Hannah Weishalla talks about the Minnesota Chapter’s recent conference held at a business partner’s facility and shares tips for other chapters considering a similar collaboration.
Orlando Health hires Leslie Flake as CFO
Leslie Flake, James Siegel and Brett Tande have new CFO positions. Denise Tobin joins Cascade365, and Dan Moncher retires after 24 years at Firelands Health.
David Johnson: Cracks in the foundation – Overcoming regulatory headwinds
Healthcare leaders have an important opportunity today use the new regulations to drive value-based care throughout their organizations. But that doesn’t mean completely relinquishing their traditional revenue streams. To seize this opportunity, they should undertake a dual transformation that promotes more efficient operation of their traditional businesses, while nurturing and growing new businesses focused on population health and value.
Ken Perez: U.S. demographic realities and the productivity mandate for healthcare
COVID-19’s impact on nursing is undeniable. But focusing too much on the pandemic can obscure longstanding and inexorable demographic trends that are also contributing to growing nursing shortages.
To achieve effective nurse staffing, you need CFO-CNO alignment
To respond effectively to ongoing disruptions in the nursing workforce, which have been exacerbated by COVID-19, health system finance and nursing leaders need to come together to find a new financial, clinical and operational approach to improving performance.
Healthcare industry leaders speak out against gun violence after the latest tragedy
Advocates say hospitals and clinicians have a role to play in violence intervention strategies, but federal funding is needed to ensure such measures have maximum impact.
How to Structure Data Governance in Healthcare; Data Governance in Healthcare, Part 1
This three-part blog series will explore what makes an organization high-performing in its use of data and analytics. Data governance in healthcare requires three components, starting with effective internal data governance structures that encourage executive buy-in and sponsorship, collecting the right data, and measuring the return on data and analytics investment.
Measuring What Matters; Data Governance in Healthcare, Part 2
This three-part blog series will explore what makes an organization high-performing in its use of data and analytics. Data governance in healthcare requires three components, starting with effective internal data governance structures that encourage executive buy-in and sponsorship, collecting the right data, and measuring the return on data and analytics investment.
Realizing ROI on Data Governance and Analytics in Healthcare; Data Governance in Healthcare, Part 3
This three-part blog series will explore what makes an organization high-performing in its use of data and analytics. Data governance in healthcare requires three components, starting with effective internal data governance structures that encourage executive buy-in and sponsorship, collecting the right data, and measuring the return on data and analytics investment.