Operations

Two healthcare organizations have won the the U.S. Commerce Department's annual Malcolm Baldrige National Quality Award, for providing a high quality patient experience with sustainable financing.

Most hospitals already have in place plans to cope with disasters such as tornadoes and plane crashes, but the Ebola virus presents a different challenge. Because of the risk and expense involved, a hospital's CFO should be an integral part of Ebola planning and preparation efforts.

The Healthier Hospitals Initiative (HHI) is a national campaign to drive environmental health and sustainability across the healthcare industry. But the Initiative is not only focused on saving resources, but demonstrating how sustainability can positively impact hospital finances.

Since 2005, Denver Health has saved more than $200 million as a result of using a lean management philosophy to fine-tune operations and clinical processes. That's especially important these days, as hospitals and health systems have assumed more financial risk in delivering care.

When Medicare started tracking patient satisfaction in late 2012, and shaving payments to hospitals that fell short, patient experience was put high on hospitals’ agendas. And, as patients’ out-of-pocket costs have risen, they have become savvier, more demanding consumers.

A number of hospitals are getting into the surgery center business as inpatient surgery cases continue to decline. For hospital CFOs contemplating a surgery center acquisition, there are a number of considerations to take into account.

Variation is a scary concept for providers, whether you're talking about healthcare costs or outcomes of care delivery. It's inevitable, and part of the day-to-day routine for any hospital. But variation can put patients at risk, incur penalties and negatively impact a provider's reputation.

Two health systems set to merge want to "reimagine" healthcare and bring it to the masses, and in a fairly crowded metropolitan area they need economies of scale.

The ideal prescription for hospitals wanting to reduce their pharmaceutical costs could be tighter controls and staying on top of shortages.

Following an "industrial model of care," New York's Westmed Medical Group analyzes data from more than 2,200 processes and procedures to drive accountability and results. This has led to 15-fold growth and $285 million in annual revenue.