To mitigate the impact of labor shortages, health systems must ensure they can move nimbly in hiring qualified staff while doubling down on their employee retention strategies.
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When health system leaders are thinking about building a medical office building or ambulatory surgery center as part of their ambulatory and physician affiliation strategy, the first question they should ask is, “Do we need to incentivize physicians in this market with real estate and create owners instead of renters?”
Challenges to hospital outpatient department reimbursement rates are coming from all directions. As the likelihood of site-neutral payments increases over a range of services, hospitals and health systems must understand which services are most at risk from these changes and determine how quickly they will respond.
When your mother is sick, do you give her the number to your health system’s call center and hope for the best? Or do you start working your relationships to figure out how to get her...
The aggressive growth plans of physician practice disruptors mean that competitive dynamics might change—and change quickly—in many local markets. Learn how independent physician groups and health systems can respond.
The physician enterprise of a hospital or health system must similarly balance three dimensions: the productivity of its clinicians, the organization’s capacity to provide access to care to patients when they need it, and the volume of existing and potential patients in the markets it serves.
Before the COVID-19 pandemic struck, the U.S. was already facing a behavioral health crisis. Since the pandemic began last year, the magnitude of that crisis has grown.
The long-held notion that the ED is the front door to the hospital remains pervasive. And no wonder. As of just a few years ago, ED visits were responsible for a massive 70% of inpatient admissions. However, the underpinnings of this conventional wisdom have shifted in some very significant ways.
Payers and providers are increasingly creating strategic partnerships, with the intent of keeping pace in a rapidly transforming healthcare payment system that rewards value over volume...
The impact of the COVID-19 pandemic has introduced new and potentially long-lasting volatility into traditional financial planning processes at hospitals and health systems. Financial planning remains as important as ever—perhaps even more so as the risk of operating dislocation continues, and new risks appear on the horizon.
The transition away from the London Interbank Offered Rate (LIBOR) has been in the works for many years, but a clear endgame for LIBOR has now been established. In November 2020, the...
Our outlook for last year was right in one important respect: “There are few signs,” we wrote, “that volatility will continue to abate as 2020 begins.” On the horizon were renewed...