Articles, Briefs, and Whitepapers
Articles and whitepapers by Stroudwater consultants.
The Centers for Medicare and Medicaid Services) SNF VBP Program rewards skilled nursing facilities (SNFs) with incentive payments linked to the quality of care they provide to their fee-for-service Medicare patients.
[Case Studies] How Four Rural Hospitals Could Net $500k-$760k by Modifying Federal Designations – Plus One System That Would Realize $7.6M
An overview of rural hospital and clinic designations, including how healthcare providers can realize significant net financial benefit by implementing the best designation type for their organization and patients
[White Paper] Demand-based Staffing: How a 12-Week Process Saved a Community Hospital $4.5m in Seven Months
Stroudwater’s performance improvement specialists partnered with a $100M-net-patient-revenue regional community hospital in the Southwest to develop and implement a rapid-cycle change process focused on controlling labor costs
The productivity game is won or lost with your frontline managers. Do they have the daily real-time management skills, tools and analytics to stay on track with performance targets?
An in-depth look at triggering events which can drive complex governing arrangements to the point of dysfunction - and the elements of a successful hospital board and county/district relationship
[Article] As the Source of 73% of Variation in Healthcare Spending, Post-Acute Care Can Make or Break Your Organization’s Strategy
- by Louise Bryde, Principal and Doug Johnson, Principal | Stroudwater Associates
[Case Study] Financial and Community Benefits to Nursing Home Divestiture | Mayo Clinic Health System & HCA
Stroudwater's team found many reputable potential partners eager to invest in nursing homes and the communities they serve.
Our industry faces the promise of increased scrutiny of physician compensation plans combined with the need to recruit and retain physicians from a shrinking supply pool.
Action plan and checklist for management teams and boards seeking operational improvement and organizational risk reduction.
Since 2010, approximately 190 hospitals across the country have closed; approximately 85 hospitals have sought bankruptcy protection since 2011.
1. Make the chargemaster an administrative priority
2. Ensure departmental accountability and ownership
3. Set up consistent, controlled system generation pathways for chargemaster files
Your revenue cycle is only as good as the time, energy, action and attention that is placed upon it.
As inauguration day approaches, full or partial ACA repeal seems inevitable. On January 12, the Senate set the stage for repeal through the reconciliation process by passing a budget blueprint measure.
The election of Donald Trump injected a new uncertainty into an already turbulent period for the healthcare industry. We contemplate how potential tectonic shifts in federal policy will impact healthcare providers.
[White Paper] Acknowledging the Possible: The Inherent Risks of Hospital Affiliations and Strategies to Mitigate Those Risks.
In this recent article for the AHLA Transactions Conference Guide, Director Jeff Sommer and Managing Director Rob Kirsch explore the inherent risks of hospital affiliations and present strategies to mitigate those risks.
Stroudwater Principal Scott Goodspeed authored this guide, which provides a practical approach to identify key patient populations, in collaboration with the National Rural Health Resource Center.
A strategic options assessment can be a powerful approach to help hospital and health system leaders evaluate performance against a set of organization-specific strategic objectives and related metrics.
Rural hospitals in most states have an opportunity to achieve critical population mass through multihospital relationships (independently or in alliance with urban referral systems) that would enable them to pursue sustainable, population-based payment arrangements with all their major payers.
Fee-for-service (FFS) has outlived its usefulness as the revenue model for America's hospitals. Driving volume at the expense of value, it has yielded mediocre quality while escalating costs to unaffordable heights. Yet most payers continue to cling to FFS, demanding increasingly unsustainable rates with only half-hearted attempts at new payment models that reward effective population health.
The current environment driven by healthcare reform and market realities now offers a new set of challenges. Many rural healthcare providers have not yet considered either the magnitude of the changes or the required strategies to appropriately address the changes.
Rural hospitals are at a crossroads as accountable care organizations (ACOs) push hospitals to re-examine their plans for the future. This Trustee magazine article reveals some of Stroudwater's thought leadership on this timely issue.
This resource provides a side-by-side comparison of organizational and programmatic options available to rural health care entities.
Portneuf Medical Center emerges as a unique hybrid majority-owned by a for-profit company but with significant governance sharing with the Bannock County community. Its new campus is under construction and will open with no loans on the books.
What financing options remain for hospitals unable to sustain a top tier credit rating needed to finance a major capital project in these turbulent times?
Successful hospitals will be those that focus on the fundamentals. CHIP's 7 components identify areas of strength as well as opportunities for immediate improvement.
How to keep development projects moving forward in a challenging environment. This article appeared in the January/February 2009 issue of Medical Construction and Design: http://www.mcdmag.com
With hospital construction costs of $300+ per square foot and capital scarce, asset efficiency - defined as production per unit of assets - should
be a hot button issue for hospital leaders seeking to improve performance or planning a significant investment. This is from the January 2010 issue of Healthcare Financial Management Magazine.
This analysis looks at a set of hospitals' abilities to improve
their organization's cost position while replacing their hospital and its impact
on growth, pricing, operating and asset efficiency, and profitability. An extract can be downloaded here. The analysis in its entirety and follow-up articles and research are available at http://www.replacement-hospital.org.