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.
- The 4 must-haves of a great patient engagement mobile app
- Six steps to develop an efficient and compelling patient app use case
- How you, the marketer, can quickly launch a sustainable mobile app portfolio that drives patient engagement
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.
Some factors commonly used to explain poor operating performance do not prevent many hospitals from being highly profitable. For example, Truven Health AnalyticsTM has found that rates of uncompensated care, drug expense, and other factors do not seem to differ between unprofitable and very profitable hospitals. But factors such as Medicaid utilization rates and poor reimbursement rates do appear to impact the least profitable hospitals. One controllable factor that appears to be significant is labor productivity, with the most profitable hospitals posting the lowest labor expense per patient.
The tax on high-cost health plans, which are often referred to as Cadillac plans, is expected to impact a considerable share of the plans provided by healthcare organizations for their own employees, as much as 39% by 2020. The implications are significant because the excess-benefits tax requires the employer to pay 40% on the value of the portion of the plan that exceeds thresholds set by the Patient Protection and Affordable Care Act. Employers also need to consider that the tax is measured as a direct function of plan cost, and not actuarial plan value, and that a number of factors can drive excise-tax exposure.
Provider organizations can realize tremendous gains in financial performance by integrating electronic health record (EHR) and revenue cycle management (RCM) systems. Especially in the face of the transition to ICD-10, results include optimizing revenue streams directly at the point of care, maximizing and speeding reimbursement, minimizing denials and streamlining the collection process.
Electronic health record (EHR) system implementation is one of the largest IT investments most healthcare systems have ever made but it’s success is largely dependent upon the data which feeds it. One the main data sources for the EHR is the item master, which drives not only supply chain processes but also a broad range of clinical and financial functions. Only with a clean, accurate and complete item master can a healthcare organization trust the outputs generated from its EHRs – from evaluating the clinical effectiveness of products to securing reimbursements. Learn how to execute a master data management strategy to derive the greatest value from your EHR investment.
Published By: McKesson
Published Date: Apr 30, 2015
Building a data-driven organization takes more than technology. And, healthcare leaders can all agree that issues facing today’s industry are daunting; determining how to react in a way that matches your organization’s strengths and vulnerabilities may be even more challenging. With the right resources in place, you can take pragmatic steps to reduce data silos and deliver efficient, coordinated care across all your settings.
Published By: McKesson
Published Date: May 27, 2015
The shift to value-based care creates a sharp increase in healthcare organizations and networks’ need for data collection, aggregation and analysis. This white paper outlines the challenges involved with performing population-level analyses, developing cost accounting and profitability analyses across care settings, evaluating care episodes and integrating quality data. It explores the limitations of targeted software solutions to provide cross-enterprise insights. Finally, it provides advice for healthcare executives regarding how to approach gathering quality and cost-related data and how to leverage technology and analytical expertise to drive risk-based contract success.
Today’s CIOs no longer just oversee technology. They are now
key strategists who guide their organizations and give them
the tools they need to stay competitive. A study by Forbes
Research stated that five years ago, a CIO’s most critical
skill was deploying technology. Now, the #1 way that CIOs
provide value is by contributing to the corporate strategy, so
they can advance business objectives and drive revenue.1
In particular, CEOs rely on the CIO for guidance around
digital transformation. Organizations must transform how
they operate and take advantage of new technologies to
better engage customers and employees.
Digital transformation falls squarely on the shoulders of IT
leaders. CIOs are under pressure to drive transformation –
overcoming barriers such as cultures that are resistant to
change, employees who want to upload files anywhere,
and increased concerns about data security.
CEOs also expect CIOs to achieve results now. The
longer you wait, the more likely you will fall beh
The way we work has completely transformed. New technology is changing how, where and
when we work. In this new landscape, businesses are facing challenges specific to growth,
talent acquisition and productivity. Employers need to embrace new technology to get ahead
in this new world of work, and put people at the heart of their strategy. However, HR and
People leaders are in fierce competition for the all-important slice of budget, which makes it
vital to build the strongest business case for technology investment.
This guide is intended to help HR and People leaders like you get the financial support you need.
You’ll get practical, effective tips on:
• Understanding and explaining the true benefits of investing in a new HR system
and the likely return on investment.
• Positioning HR as a driver of change throughout your business.
• Ensuring your HR vision aligns with the business strategy.
• Getting management and key stakeholders to buy in.
• Building the strongest business case pos
Published By: Aberdeen
Published Date: Jun 17, 2011
Download this paper to learn the top strategies leading executives are using to take full advantage of the insight they receive from their business intelligence (BI) systems - and turn that insight into a competitive weapon.
Whether informing talent strategy or building more effective teams, data-driven insights about your workforce can set you up for success. This eBook from Human Capital Institute explores how people analytics can empower your entire organization. Read now.
Looking to improve accuracy of enterprise budgeting and financial planning? Just 1% of firms can forecast costs at 90% accuracy 30 days out. This white paper by BPM Partners and sponsored by Unit4 shows how Artificial Intelligence (AI) makes a real impact on budgeting, planning, and analysis, and when complemented with deep machine learning, gives greater accuracy to data, budget rules and budget drivers. Download now and learn how AI can help auto-tune your FP&A.
Still using spreadsheets for financial planning? With multiple templates? Leading to serious versioning and collaboration difficulties? AI-driven integrated, digitized financial planning is the answer. Helping you spend less time gathering and consolidating data, and more time unearthing the key insights and accurate forecasting hidden within it. Download the white paper and find out how harnessing AI can supercharge FP&A.
To remain competitive, manufacturers must focus on achieving new growth while driving down costs. Key to achieving this is greater flexibility and a dramatic upturn in operational efficiency across the manufacturing process. One area ripe for improvement is intralogistics transportation.
Many manufacturers still rely on autonomous guide vehicles (AGVs) to undertake repetitive transport tasks; but, rigid in nature, they do not support today’s demand-driven, dynamic manufacturing environments. Intelligent autonomous mobile robots (AMRs), like SEIT* from Milvus Robotics, offer a viable and cost-effective alternative.
This solution brief describes how to solve business challenges through investment in innovative technologies.
After buzzing Industry 4.0 all over the media by all OT and IT experts, today, a few key concepts seem to unveil the potential that the industry believes is behind Industry 4.0. These include: Smart Machines, Smart Factory, cyber physical systems, Everything-as-a-Service and a few technologies like OPC UA, cloud and data analytics.
Clearly, they are the innovation drivers and must-haves for every vendor of automation products that want to be recognized as leaders or challengers. Sooner or later they will become standards and used by followers and niche players, but the key question for the market of automation suppliers is not who is first in developing and providing all the nice concepts and technologies, but who is creating and combining them in the right way so that they can be turned into new revenue streams.
We keep in mind that competitive advantages can be achieved through increasing operational efficiency, but the better way is through strategic uniqueness. Companies which ar
Energy costs have become an increasing contributor to pumping systems Total Cost of Ownership (TCO). In fact, energy cost represents 40% of the TCO of a typical pump. It is possible to reduce the electrical consumption by at least 30% utilizing Variable Speed Drives while decreasing maintenance costs associated with the mechanical driven system.
This paper explains how to reduce TCO with a limited investment focused on three key areas: energy efficiency management, asset management, and energy cost management.
Published By: Location3
Published Date: Feb 07, 2019
In our experience as franchise marketers, Local Ad Fund dollars provide a solid foundation for paid search campaigns that drive consistent, high quality-low cost, leads.
However many franchisees and local business owners could be doing more to support established corporate search marketing campaigns, ultimately capturing the maximum search interest for their services within their markets, driving increased local revenue.
The data maturity curve
As companies invest more and more in data access and
organization, business leaders seek ways to extract more
business value from their organization’s data.
92 percent of business leaders say that to compete in the future,
their organization must be able to exploit information much more
quickly than it can today.1
Chief Information Officers (CIO) need solutions that will allow
them to evolve their organization’s approach to data and drive real
value with strategic decisions. This journey can be depicted in
a data maturity curve.
IBM Cloud Private for Data is an
integrated data science, data engineering
and app building platform built on top of
IBM Cloud Private (ICP). The latter is intended
to a) provide all the benefits of cloud
computing but inside your firewall and b)
provide a stepping-stone, should you want
one, to broader (public) cloud deployments.
Further, ICP has a micro-services architecture,
which has additional benefits, which we
will discuss. Going beyond this, ICP for Data
itself is intended to provide an environment
that will make it easier to implement datadriven processes and operations and, more
particularly, to support both the development
of AI and machine learning capabilities, and
their deployment. This last point is important
because there can easily be a disconnect
between data scientists (who often work for
business departments) and the people (usually
IT) who need to operationalise the work of
those data scientists
A data science platform is where all data science work takes place and acts as the system of record for predictive models. While a few leading model-driven businesses have made the data science platform an integral part of their enterprise architecture, most companies are still trying to understand what a data science platform is and how it fits into their architecture. Data science is unlike other technical disciplines, and models are not like software or data. Therefore, a data science platform requires a different type of technology platform.
This document provides IT leaders with the top 10 questions to ask of data science platforms to ensure the platform handles the uniqueness of data science work.
As organizations increasingly strive to become model-driven, they recognize the necessity of a data science platform. According to a recent survey report “Key Factors on the Journey to Become Model-Driven”, 86% of model-driven companies differentiate themselves by using a data science platform. And yet the question of whether to build or buy still remains.
This paper presents a framework to facilitate the decision process, and considers the four-year projection of total costs for both approaches in a sample scenario.
Read this whitepaper to understand three major factors in your decision process:
Total cost of ownership - Internal build costs often run into the tens of millions
Opportunity costs - Distraction from your core competency
Risk factors - Missed deadlines and delayed time to market