In the post-ACA era, aligning physicians with organizational goals appears to be gaining traction in health systems and hospitals nationwide. Based on a February survey of the HealthLeaders Media Council, comprising executives from healthcare provider organizations across the country, physician alignment remains a complex challenge.
Even as value-based care continues to take effect, clinical integration or alignment is quickly emerging from a need to ensure quality, cut costs, and drive referrals across health systems and hospitals. Directly employing physicians has been one of the main strategies healthcare leaders are using to improve physician alignment with health systems.
Download this free report today, and learn about the results of aligning the goals of physicians and organizations.
Published By: PhoneTree
Published Date: Mar 18, 2014
Learn more about the cost and quality of Patient-Centered Medical Homes (PCMHs) and how studies between 2012 and 2013 show that there are improvements in costs, utilizations and overall health due to the initiation of PCMHs. Download the entire white paper to learn more.
Healthcare reforms have prompted hospitals across the country to improve cost efficiencies wherever they can. In response, the accounts payable department of Southern Louisiana’s Ochsner Health System discovered a solution that helped improve cash management while reducing costs.
Workforce management and the pursuit of productivity have formed a consistent pain point for hospitals for several years. The Affordable Care Act has only exacerbated the problem, increasing the demand on providers as the number of insured grows and the bar continues to rise on quality of care. According to a recent HealthLeaders Media Council survey, workforce productivity and acuity-based staffing will continue to be top priorities this year. Karlene Kerfoot, PhD, chief clinical integration officer at API Healthcare, says the survey results indicate a shift taking place as workforce management initiatives are expected to deliver more than reduced labor costs.
An innovative staff scheduling model is reinventing how hospitals leverage their employees for better outcomes; including staff satisfaction, labor costs, and improved quality of care.
View the paper to learn the research behind this new approach!
Healthcare reform regulations, increasing costs, and more competition are driving employers and their health plans to focus more than ever on opportunities to reduce cost trends. For example, the country experienced a 3.0% growth in per capita gross (allowed) medical and pharmacy costs from 2012 to 2013. Truven Health Analytics anticipates those costs in 2014 and 2015 will increase by 4% to 5% or more. By taking a data-driven approach, payers can manage costs and, ultimately, make their benefit programs sustainable in the context of healthcare reform. They can also maximize opportunities to improve population health and productivity and optimize the delivery of care.
The annual Truven Health 100 Top Hospitals® identifies U.S. hospitals with the best overall performance across multiple organizational metrics, including clinical, operational, and financial. The ability of some hospitals to adapt as the industry is changing demonstrates leadership as the winners set the standards their peers seek to achieve. Study projections indicate that if the new national benchmarks of high performance were achieved by all hospitals in the United States, nearly 126,500 additional lives could be saved, almost 109,000 additional patients could be complication-free, and $1.8 billion in inpatient costs could be saved.
Spending on supplies and pharmaceutical services varies among U.S. hospitals. It is not uncommon for hospitals with similar types of patients, including case mix and severity, to have significant differences in purchasing intensity for certain clinical services. Even small changes in efficiency can make a difference for hospitals and health systems, because supply-chain spending typically accounts for hospitals’ biggest spend after labor costs. Costs totaled about $74 billion in 2012, according to the Healthcare Supply Chain Association.
The changing healthcare environment has put pressure on healthcare organizations to deliver top-quality care while keeping costs under control. Superior operational and financial performance can be measured by high margins and low costs. But there are significant operational indicators that differ between high- and low-performing hospitals, depending on whether performance is defined by expense or by margin. Often, hospitals with the lowest costs are considered the most successful. But low-cost hospitals do not necessarily behave the same way as hospitals with healthy margins. Low-cost hospitals can include both efficient hospitals and hospitals that are in dire financial circumstances that have forced them to even eliminate expenses necessary for their long-term fiscal health.
We know that primary care is challenging today, but these challenges don’t have to derail your practice’s success. This resource from Greenway takes the top three challenges in primary care and explains how specialty-specific tools can help you meet them by achieving better clinical outcomes, improving population health, lowering costs and increasing practice profitability, while still providing compassionate care to patients.
Published By: Caradigm
Published Date: Feb 16, 2015
Many organizations joined the ACO program with the idea of using it as the first step in the transition to new reimbursement models. It’s a critical time for more ACOs to achieve the milestone of shared savings in order to demonstrate the ability to lower costs for an “at-risk” population. As best practices are emerging from early participants in the ACO program, ACOs have the opportunity to evolve their strategies in order to achieve more success.
Healthcare organizations are facing uncertain times, which is putting strains on their revenue cycle management. Automation can help lower staff costs, enhance clean claims rates, cut denial rates, improve patient collections and reduce bad debt.
Healthcare organizations are facing uncertain times, which is putting enormous strains on their RCM. This white paper will show how you can lower your staff costs, enhance clean claims rates, cut denial rates, improve patient collections and reduce bad debt.
How can providers and insurers reduce costs and increase patient satisfaction? In the evolving value-based care (VBC) model, better healthcare IT is a must have. L.E.K.'s Joseph Johnson and Harsha Madannavar identify key success strategies in our latest Executive Insights.
A decade ago, hospital leaders viewed cost containment as a distant option to that of building topline revenue through increased volumes and rates. But with the road to profitability choked off by a recession, the ACA, and double-digit increases in healthcare inflation, most have been left pursuing a flurry of initiatives to cut operational costs and maintain positive margins.
Forrester Consulting conducted a Total Economic Impact (TEI) study to provide readers with a framework to evaluate the potential financial impact of SAP S/4HANA on their organizations. To better understand the benefits, costs, and risks associated with this investment, Forrester interviewed several customers with experience using SAP S/4HANA.
Read the study to learn how Forrester concluded that SAP S/4HANA provides an ROI of 349%.
Published By: Zendesk
Published Date: Jun 29, 2018
The start of a new chapter of your business, whether you're moving upmarket or adding products and features, is a great time to scale your customer service operations in a smart way.
We know customers prefer self-service, via a knowledge base, if one is available. A Gartner report estimates that CIOs can reduce customer support costs by 25% or more when proper knowledge management discipline is in place.
If you've been on the sidelines waiting to take the self-service leap, this white paper will prove that you and your agents already partake in the activities needed to offer great self-service, every single day.
Published By: Dell EMC
Published Date: Aug 06, 2018
Download this whitepaper for 4 reasons shorter server resfresh cycles are better for business.
Analyst firm IDC reports that organizations can increase agility, improve efficiency and reduce operational costs by refreshing their servers every three years.
As easy as it is to get swept up by the hype surrounding big data, it’s just as easy for organizations to become discouraged by the challenges they encounter while implementing a big data initiative. Concerns regarding big data skill sets (and the lack thereof), security, the unpredictability of data, unsustainable costs, and the need to make a business case can bring a big data initiative to a screeching halt.
However, given big data’s power to transform business, it’s critical that organizations overcome these challenges and realize the value of big data.
Download now to find out more.
IDC’s research has shown the movement of most IT workloads to the cloud in the coming years. Yet, with all the talk about enterprises moving to the cloud, some of them still wonder if such a move is really cost effective and what business benefits may result. While the answers to such questions vary from workload to workload, one area attracting particular attention is that of the data warehouse.
Many enterprises have substantial investments in data warehousing, with an ongoing cost to managing that resource in terms of software licensing, maintenance fees, operational costs, and hardware. Can it make sense to move to a cloud-based alternative? What are the costs and benefits? How soon can such a move pay itself off?
Download now to find out more.
To compete successfully in today’s economy, companies from all industries require the ability to deliver software faster, with higher quality, and reduced risk and costs. This is only possible with a modern software factory that can deliver quality software continuously. Yet for most enterprises, testing has not kept pace with modern development methodologies. A new approach to software testing is required: Continuous Testing.
In the first session in a series, join product management leadership to gain in-depth insights on how by shifting testing left, and automating all aspects of test case generation and execution, continuous testing, it enables you to deliver quality software faster than ever.
Recorded Feb 5 2018 49 mins
Steve Feloney, VP Product Management CA Technologies
More than 400,000 workers at some 400 companies—including Polycom, Qantas and Toyota already use CA Project & Portfolio Management SaaS (CA PPM SaaS) to reduce costs, drive adoption and make smarter business decisions.
Download this whitepaper today to find out more about how this solution can help your company today.
At the most fundamental level an organization only does two things: operations and changes to operations. Regardless of the industry an organization is part of, or whether it is private or public sector, large or small, there is a constant drive to protect and improve operational aspects.
Whether it is launching a new product or service, decreasing costs, protecting infrastructure from failure or preventing regulatory noncompliance, there are numerous areas where an organization wants to change something about how it operates. That’s where projects come in.
In this whitepaper we look at what causes projects to fail so regularly and offer a sustainable approach for improving performance consistently.