The ramifications of UnitedHealthcare’s decision to exit ACA exchanges extends well beyond the impact on consumers or to the competitive imbalance the departure will create in a number of markets.
When trying to get from Point A to Point B, you realize just how ‘static’ certain aspects of the strategic planning function remain.
We’ve got eight tips that will help you extract greater value from your managed care contracts in 2016.
By John Whittlesey, Vice President of Client Services As we look across the healthcare landscape at the end of 2015, two questions rise prominently to…
The blueprint for sustainability has been written. Now it’s time to apply the lessons learned and help more rural hospitals make the leap from vulnerability to value.
To keep ahead of rural health challenges, executives must make difficult decisions and prioritize their improvement initiatives. No other area offers a better quick-win for improvement than patient satisfaction.
By 2018, we expect to see as much as 90% of Medicare payments tied to value. With the clock ticking, hospitals wishing to maximize incentives for VBP need to begin managing value today.
Although not yet instituted at CAHs, the message to all hospitals from Medicare is clear: Quality and cost of care are now more important than ever.
If hospitals are going to make any headway in preserving revenue, they have to start making some noise, gaining confidence with data, and capturing better outcomes at the negotiating table.
Yes, the ACA is succeeding in moving many people from the ranks of the uninsured to the ranks of the insured, and that translates into fewer charity cases. But an end to bad debt? Not by a long shot.
The Rural Medicine Hackathon served as a unique opportunity to help rural healthcare providers and our clients advance new solutions at a critical moment for rural healthcare.
Everyone wants tips and tidbits they can take to their next payor negotiation. But winning at the negotiation table isn’t as simple as ‘try this’ or ‘try that.’ You have really got to know where you stand.
by Michael Topchik, Senior Vice President, iVantage Vulnerability: At this week’s Rural Health Policy Institute in Washington, DC, we presented key findings from our INDEX…
In rural healthcare, do value-based purchasing programs deserve their ‘ominus’ reputation?
If hospitals are going to make any headway in preserving net patient revenue or pursuing strategic growth opportunities, then they have to start capturing better outcomes at the negotiating table.
With the emergence of retail-based ‘minute clinics’ and unaffiliated urgent care centers, the very notion of the competitive landscape for hospitals is changing.
While rural healthcare faces many challenges and uncertainty, there is a real sense of collaboration and commitment to solving complex issues.
Healthcare leaders have long been living in conflicting worlds governed by contrary incentives. But now there’s a twist.
Today we’re leveling the playing field for hospitals with the launch of INCONTROL.
Rural hospitals may face uncertainty, but the recent NRHA CAH Conference showed just how determined rural health leaders are when it comes to sustaining their mission.
The Economist Health Care Forum in Boston explored the global state of flux in healthcare and their optimism for the future shined.
By Linda Albery, EdD, RN, Senior Director, iVantage Health Analytics. As the country’s healthcare systems experience further declines in reimbursement and looming downgrades, the spotlight…
The U.S. military experiences a nearly 40% turnover in personnel on a yearly basis yet keeps on ticking. There’s a lesson in 7 key tenets any hospital can apply.
Dealing with price transparency is like driving on the highway; you want to exceed the speed limit but not to such an extent as to draw the attention of law enforcement.
by Jeremy Naiden, Product Manager Here’s a question for you: What do big data, pink slime, and yoga mat chemicals have in common? They’re mysterious…
In this era of price transparency, hospital executives must possess the confidence to highlight areas where they are better than the industry average and working to close the gap in areas where they are not.
Hospital leaders all want to cut costs, raise our patient satisfaction scores, improve quality, reduce re-admissions, grow volume, ensure we have enough revenue to continue serving our community, etc. But what is your organization’ top priority and which habits need to change?
By Leslie Gold, Director Revenue Optimization Solutions. When Paul O’Neill took over Alcoa in 1987, market share had been slipping, profits were down, and the…
First Earn their Satisfaction with Compassion Did you know that by reducing the anxiety your patients feel when they enter your facility helps in their…
By Shelley Burns, Vice President. Community Hospitals “independent hospitals of ~300 beds and less have to tackle the same issues as their big-bed brothers or…
By Troy Brown, Client Relations Manager. We have all seen the carefully constructed mission statements, whether emblazoned on a lobby plaque or posted on the…
By John Legelis, Vice President, Technology Infrastructure. The adage, “you can’t manage what you can’t measure,” has never been more relevant in today’s healthcare. With…
Since we introduced the 2014 edition of the Hospital Strength INDEX back in March, we’ve been getting questions from a lot of interested folks about…
Michael Topchik, Vice President The results may surprise you. Misconceptions – if voiced long and loudly enough – will over time be interpreted as fact.…
With Big Data, the challenge lies in effectively analyzing data to better understand the cycle of care, implement the necessary improvements and ultimately, improve patient outcomes and keep cost low.
Responses to a recent iVantage nursing survey sheds new light on how to best to remove obstacles to greater efficiency.
All staff members can be engaged in improving processes, costs, quality and outcomes for your hospital. Doing so will help you grow your organizational capacity for change and improvement, just what you need to thrive in the new healthcare.
Hospitals large and small are being forced to reexamine their security postures in response to new regulations (like the HITECH Act) and increased scrutiny around data breaches.
Data that is not relevant can’t possibly be useful. More importantly, the analytics we use must find insight that is actionable – if you can’t take action against it, it’s not useful.
With such tremendous pressures and the urgent need to solve complex problems quickly, we do ourselves a disservice if we don’t take the time to articulate a foundational set of principles for basing performance improvement initiatives.
Many hospitals will need to act quickly to address the long-term impact of sequestration cuts.
How many times have you been to the Emergency Department and had to sit in the waiting room for what seemed like forever?
I’m puzzled as to why hospitals are confounded by the fact that their supply costs benchmark well above their peers.
Those of us who work in rural healthcare are very fortunate, in that we know our patients. I mean REALLY know our patients. We know their birthdays, their family members (by name); we have celebrated births and deaths, and have broken bread at many community suppers. It truly is a large extended family, warts and all.
This time of year, no doubt, you’ve made a few resolutions, such as Be more organized or Do a better job of planning ahead. How about applying those resolutions to the way you manage your revenue? It takes just a few hours early in the year and you’ll prepare your organization to bring in the additional revenue you need to continue serving your community.