White Papers
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Standing Strong White paper
Today’s independent hospitals are a hardy lot. They’ve fought to remain independent because they prize local control for its very focus on local priorities.
Now, more than ever, independent hospitals need to understand their strategic options and risks to weather the challenges ahead.
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Learn how you can stand strong and independent in today’s regulatory and financial climate.
This Webinar will review the causes of the economic and health reform challenges putting pressure on hospitals’ financial performance. Instead of throwing in the towel, independent hospital Boards should consider their mission, the benefits of remaining independent, how to evaluate options available to them, and what support they need to maintain local control of local healthcare.
Strategies for Success in Implementing HIPAA 5010 and ICD-10
Start now to assess your readiness and develop an implementation plan.
Federally Qualified Health Centers: Threat or Collaborative Opportunity?
The number of Federally Qualified Health Centers in the United States – and the comprehensiveness of services they provide – are on the rise and should skyrocket in the next five years as $11 billion in new funding is made available through the health reform package. While these FQHCs will provide critical primary care services to the nation’s poor and underserved, they could also significantly impact the financial viability and sustainability of rural and critical access hospitals (R/CAHs).
Optimizing the Revenue Cycle in Uncertain Financial Times
The economic downturn and efforts to reform healthcare continue to pose signifi cant challenges for hospitals nationwide. These challenges are consuming intellect and resources above and beyond the daily challenge of delivering safe, effective, quality healthcare. Is your hospital optimizing its revenue cycle to improve its cash flow and, in turn, counteract the challenges brought on by both the economy and healthcare reform?
Lessons from Successful Critical Access Hospital Turnarounds
The early warning signs of financial/operational distress are markedly different for a Critical Access Hospital (CAH) than for urban and suburban hospitals. This whitepaper examines the symptoms of distress that every CAH board member needs to recognize, along with a roadmap for a successful turnaround.
The Physician Hospital Enterprise: Physician Leadership Forges New Alliances
Is your organization prepared for this new era of joint accountability and quality improvement? Are you well-positioned to achieve successful hospital-physician alignment?
Blueprint for Successful Hospital Management
How can hospitals successfully “walk the tightrope,” balancing today’s need to focus on growth, efficiency and cost control, with tomorrow’s call for integrated care delivery and the expanded responsibilities of managing overall population health?
What Next? Gaining financial momentum over the next 90 days.
Five performance areas will be particularly critical for hospital finances in the next 6-12 months. Here’s what executives will be focused on to move their hospitals forward as the economy rebounds.
The 3-Day Payment Window
This whitepaper is designed to give you a clearer understanding of the 3-Day Payment Window– helping ensure that your hospital not only remains compliant, but also receives the Medicare payments it
deserves – no more and no less.
Early Warning Signs of a Distressed Hospital
What bond professionals, healthcare attorneys, and other stakeholders need to know about early identification of financial distress in hospitals and health systems.
Mastering Managed Care
The Managed Care portion of a hospital’s net revenue represents the biggest likely opportunity to positively affect net revenue. Success is reliant on the level of professionalism brought to this task, which must be exceptional in today’s competitive environment. What is the key to mastering managed care and in turn drive your hospital’s net revenues?
Surviving the RAC
The three-year Recovery Audit Contractors (RAC) Demonstration Project ended in March 2008 and resulted in tremendous financial success for CMS, the Medicare Trust Fund and the Recovery Audit Contractors who were paid on a contingency basis for identification of improper payments. As of March 27, 2008, more than $1.03 billion in improper Medicare payments were corrected. Approximately 96 percent – a whopping $992.7 million – of the improper payments were overpayments collected from providers, while the remaining 4 percent – $37.8 million – were underpayments repaid to providers. Most overpayments – about 85 percent – were collected from inpatient hospital providers when the providers submitted claims that did not comply with Medicare’s coding or medical necessity policies. Could your hospital be at risk of having its Medicare payments taken back by the RAC?
Improving the Quality of Quality Improvement
As a clinical leader,quality is always uppermost in your mind.Is it equally compelling to your entire nursing staff? It should be.Because the quality of care in your hospital is to a large degree in your staff’s hands.As the most constant caregivers,they carry the heaviest obligation to safeguard the standards you set.But how can you instill in them this urgency? How can you keep it fresh in their minds,amid the pressures of day-to-day activity? With a solid teamwork structure and a well connected communication loop.
Evidence Based Nursing White Paper
Do you want to attract and keep outstanding nurses on staff? If so, create an environment that both challenges and rewards them… one that demands the constant pursuit of knowledge and improvement.
