This PowerPoint presentation will help readers
- Gain an understanding of how the revenue cycle has evolved
- Discuss options hospitals have for revenue cycle going forward
- Describe efficiencies and ROI for each piece of the revenue cycle
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Telehealth has become a vital part of healthcare delivery, a cost-effective and patient-centered tool enhancing the overall quality of a health system’s care. Already, more than half of American hospitals offer telehealth care to their patients, with 7 million patients expected to receive telehealth care by 2018.
Yet the fact that telehealth is now mainstream doesn’t mean that implementing a telehealth service is easy. Health-system administrators looking to add telehealth to their services still need an implementation strategy. Without such a strategy, a telehealth program may never get off the ground or, if implemented, achieve its potential.
This white paper takes a high-level look at the telehealth landscape—what telehealth is, how quickly it’s being adopted, the ways telehealth benefits hospitals and patients, and some of the challenges health systems may encounter in implementing a telehealth service. Finally, we offer health-system leaders a framework to help them successfully implement a telehealth solution in their organization.
It is critically important for health systems to implement new IT systems properly, since poor implementations can have a significant negative financial impact. By conducting implementations the right way, health systems position themselves to gain the most benefits from the technology and achieve the best possible financial performance.
Of course, implementations are often challenging, as evidenced by recent congressional inquiries into the difficulties encountered during some health systems’ implementations. But implementations need not be an exceptional burden. Lessons learned from previous implementations can help health system leaders ensure that future implementations proceed more smoothly and at lower cost.
This white paper looks at one health system’s poor implementation and the effect on its finances. Highlighting the lessons drawn from this experience, we offer healthcare leaders guidance on how to prepare for and undertake a successful IT implementation in their own health system.
The role of hospital chief financial officer has changed dramatically over the last 50 years. No longer simply responsible for managing the hospital’s finances, today’s CFO is a change agent, an indispensable member of the leadership team helping chart his or her organization’s long-term success. This white paper examines how the role of hospital CFO has evolved, some ways in which CFOs act as change agents, and how CFOs can draw on their financial expertise and leadership skills to become change-makers in their organizations.
Over the past 10 years, the majority of healthcare providers have had large-scale capital implementations of either an Electronic Health Record (EHR) or Enterprise Resource Planning (ERP) solution. Implementations of this magnitude require scope management and extreme focus. As it occurs in most large-scale, multi-year implementations, organizations quickly move from go-live to a phase of performing required updates and system optimizations. For operational departments “low on the priority list”, this leaves them operating on niche systems and IT supporting duplicate or non-standard applications. There are other options.
Facing an array of financial and competitive challenges, stand-alone community hospitals are wondering how much independence they can retain while still providing high-quality, low-cost, and accessible medical care to the people they serve. This report will help hospital leaders understand their options and begin a systematic, long-term planning process to determine their future course.
A regional, 300-bed hospital implemented an EHR system with the expectation that it would improve efficiencies and lower costs while complying with federal Meaningful Use requirements. But the implementation was done without sufficient vendor support or advanced project management techniques, and as a result the hospital did not achieve its intended objectives. Warbird Consulting Partners was brought in to 1), address the problems related to the implementation and 2), establish project-management methodologies while documenting processes to ensure more seamless systems implementations in the future.