Leading Through an Era of Disruptive Innovation
Many technological and infrastructure investments may seem enticing these days, but healthcare leaders should evaluate which are worthwhile by considering whether they will benefit patients and enhance the value of care.
Systemness as a Lever for Greater Health System Resilience
Systemness, or operating in a way that enables the system to create more value than the sum of its parts, enhances an organization’s business resilience. The most important manifestations of systemness are patient access and provider network management.
Cost Accounting: Bridging the Gap Between Where You Are and Where You Should Be
By creating a single source of truth, MultiCare aims to have coordinated oversight of all data, including security and design, and provide a consistent training curriculum for its finance team.
hfm Blog Archives: October-December 2018
Catch up on all of the hfm blog posts published between October and December 2018.
Addressing Health Disparities by Promoting Achievement in Disadvantaged Students
Barry D. Mann describes a national program that Main Line Health initiated to engage disadvantaged high school students in learning about healthcare operations and career possibilities.
Strategic Financial Planning: Fall 2018
Subscribers can access the Fall 2018 issue of Strategic Financial Planning.
5 Keys to Successful Performance Improvement
Bold moves, leadership, and constituent engagement are key to performance improvement initiatives.
3 Actions for Hospital Disaster Preparedness
Hospitals and health systems can take specific actions to continue operations, protect revenue, and limit credit rating downgrades.
Safety Net System Achieves $130M in Fiscal Improvements in 4 Years
Denials management and “keepage” strategies—keeping services within the health system—helped Maricopa Integrated Health Services improve its margins even in the face of a challenging payer mix.
A New Framework for Healthcare Performance Improvement
Improvement initiatives must increasingly focus on long-term, high-impact areas that reengineer clinical care, sharpen an organization’s service portfolio, and exploit the system’s scale of operations.