Healthcare is undergoing a major realignment as stakeholders compete for consumers’ attention. The different strategies intersect at the physician’s office, and physicians today face an unprecedented array of practice options.
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Over the course of the last decade, the idea that healthcare providers need to be more consumer-centric has gradually become conventional wisdom.
Organizations that are considering debt issuance must now factor in the risk of rising interest rates and decide whether to hedge against that risk.
A new metric tracking the number of observation days as a percentage of total days will help hospitals determine if patients are being appropriately assigned to observation status.
Empathy can play a powerful role in building a common culture within a newly combined organization.
For more than a decade, hospitals, payers, and other healthcare stakeholders have experimented with moving healthcare payment from fee-for-service, volume-based contracts to arrangements that reward providers for the value of the care they provide.
We predict that the pandemic is moving from crisis to stabilization, and we will be coming to terms with the financial and credit implications of the crisis response over the year to come (and beyond).
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.
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.