Issue link: https://beckershealthcare.uberflip.com/i/324690
18 Financial Management Healthcare Receivables Management Specialists 888-773-2255 www.meddatsys.com CASH FLOW Our System Conversion Assistance and A/R Clean-up experience spans nearly three decades at MDS. When you're undertaking a major patient accounting system conversion, engage our team to manage the legacy system A/R burden, freeing up internal resources to train on the new system while bringing and keeping your legacy patient A/R current. Estelle Welte Senior Vice President, MDS System Conversion Assistance A/R Clean-Up Projects M I N I M I Z E I N T E R R U P T I O N S sign of trouble. If a change is detected, the U.S. trained and licensed, board-certified Banner tele- health specialists located in Arizona, Colorado, California and Israel communicate directly with the bedside ICU teams to help determine what the patient needs. Banner Health has demonstrat- ed that our Banner telehealth program dramati- cally improves patient care while reducing cost. In fact our mortality is 50 percent better than the industry standard, and we accomplish that while simultaneously reducing length of stay and cost by more than 30 percent. Banner believes that the same telemedicine prin- ciples applied across all care settings from home to hospital will have the same dramatic impact on cost and quality. Keith Jennings. CIO of Mas- sachusetts General Hospital (Boston): I saw a quote attribut- ed to Richard Branson recently: "Train people well enough so they can leave, treat them well enough so they don't want to," which is the moral of my story. I had a very talented team of developers, whizzes at a dying technology, who were getting antsy, rightfully so, about their future. With their permission (or at least the illusion of choice), I gave them an enor- mous stretch goal — automating a critical business [patient scheduling] using brand-new technology. This "investment" (or prudent risk-taking) paid tremendous dividends. For the team it recharged their skills, and years later, most of them are still with us. For my hospital, it opened a new segment of informatics and formed a team who could ex- ploit it. For me personally — the team's future successes helped establish my own bona-fides as a visionary leader who can provide innovative solu- tions in a timely and efficient manner to support Mass General's mission. Dennis Laraway. CFO of Memorial Hermann Health System (Houston): Memo- rial Hermann Health Sys- tem views "investments" in a number of ways; perhaps the most important are those in- vestments made in our core business model. Investments recently made in care delivery, including a new heart failure and transplantation program which quickly launched Memorial Hermann onto the national stage as one of the busiest heart transplant programs in the country, serve as a clear example of the vast capabilities in- vested by Memorial Hermann for the greater Houston community. In addition, recent investments in the Memorial Hermann Accountable Care Organization have enabled our system to begin transitioning pay- ment models from volume to value, including more than 350,000 lives contracted under the ACO to date. Our ACO is also a Track 1 partici- pant in the Medicare Shared Savings Program — which saved the government more than $33 mil- lion through the initial reporting period ending Dec. 31, 2013 — and is one of, if not the most successful ACO in the nation to date. Moreover, due to the uncertain and changing times in healthcare, generating higher returns from existing assets is a paramount priority. To the point, Memorial Hermann is now embark- ing on more than $1.2 billion in investments in hospital campus expansion projects, including a comprehensive master plan project at Memorial Hermann-Texas Medical Center, as we look to keep pace with population and economic growth and better serve the healthcare needs of the Hous- ton community. Louis A. Shapiro. President and CEO of Hospital for Spe- cial Surgery (New York City): There isn't any question, the best investment we have made and that any organization can make is in its people and cul- ture. Culture is a foundation for success, and as CEO my role is to manage and nurture the HSS culture.