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.
Research: Hospital Mergers & Acquisitions
A joint study by HFMA and Deloitte explores how hospital merger and acquisition activity has increased significantly in the past decade, driven by the pursuit of economies of scale and the potential for reducing the cost of care.
The Finance Leader’s Role in Cybersecurity
Chetan Parikh describes best practices for preparing for and avoiding cyberattacks.
Crisis Behavioral Health Readiness
Geoffrey Boyce describes the benefits of putting telehealth infrastructure in place before a natural disaster or other crisis strikes.
Baylor Scott & White Revamps Patient Payment Processes, Saves $1.5M in Agency Fees
A Dallas-based health system increased POS collection by incorporating more up-front discussions on patients’ out-of-pocket costs and offering more payment options.
Striving for Cost Optimization Instead of Cost Cutting
Cost optimization involves more than cutting a set percentage from the traditional targets, such as labor, real estate, or IT. Cost optimization is an enterprisewide effort, requiring leaders to reset their operational strategies and align with value-based payment models.
Optimizing Financial Performance Under Value-Based Care
As they seek to adapt their organizations to the demands of value-based care, physician leaders can follow the example of participants in the Oncology Care Model.
Bridging the Divide in Device Development
An on-site incubator’s pilot training program helps medical device entrepreneurs and government regulators better understand each other.
How Telehealth Can Keep Care In-Network
Lee Horner explains how provider-to-provider communication using telehealth tools can help patients stay in-network.
How Penn Medicine’s EHR Conversion Yielded an Integrated Revenue Integrity Department
In addition to measuring metrics at each EHR go-live stage, the budding revenue integrity structure included revenue reconciliation committees at each hospital to review department charge capture daily. Ultimately, the revenue integrity department would support the clinical areas for each of these committees long-term to ensure sustainability.