Physicians are in short supply. They are costly. Is the APP the answer to the CMO's workforce and budget challenges?
Welcome to our July 2024 cover story. Each month, our editors will be taking a deep dive into the topics that matter most to you in our cover story series. From ways to win the payer/provider war to AI governance, we have a lot of stories up our sleeves this year.
So, what did our team look into this month? Well, it’s time for physician leaders to say the unspoken part out loud: There will never be enough physicians. And even if you can find them and keep them, you can’t pay them all.
The AAMC estimates that in the next 12 years, the U.S. will be 86,000 physicians short, with more than half of those being primary care physicians. The future is a zero sum game, where the clinical need of an aging population runs up against falling numbers of physicians.
To fill those gaps, health systems and hospitals are elevating APPs and giving them more responsibilities. The resulting change in care team design is forcing CMOs and other executives to think about how they manage their physicians to ensure a productive workplace and positive clinical outcomes.
Since this shift, CMOs have begun to wonder if they need as many physicians as they thought, especially since the APPs are sometimes carrying out the majority of the tasks.
So this begs the question, is it time for CMOs to scale back their physicians and usher in more APPs instead? While the question is in part written in jest, it doesn’t mean there aren’t pros and cons to considering APP-lead teams. Our CMO editor Chris Cheney dug into what the experts have to say.
Did you miss our June cover story on turning to automation to streamline revenue cycle operations? No worries, you can read it here.
In today's volatile payer landscape, introducing or expanding a provider-sponsored health plan can be a powerful way to stave off skirmishes and improve care for your community. But it's "not for the faint of heart," says one CFO in the know.
Aside from staving off skirmishes with external payers, proponents say it's a way to boost care quality, integration, and affordability for their communities.
But that doesn't mean it's easy going.
"It is not for the faint of heart," says Robin Damschroder, MHSA, FACHE, executive vice president and chief financial and business development officer at Henry Ford Health (HFH), which has more than 250 care locations, including five acute care hospitals; more than 33,000 team members; and upward of 650,000 covered lives throughout Michigan. "You do have to live through the insurance cycles."
For HFH—whose Health Alliance Plan (HAP) was born in 1960 from automaker union and community members championing high-quality, affordable healthcare—that's meant braving everything from the genesis of DRGs and tightly managed care in the 1980s and 1990s to the emergence of Medicare Advantage in the 2000s.
Sure, it's a rollercoaster, but success is possible with staying power and prowess. Here’s how to do it.
WHAT DOES IT TAKE and how do you do it?
Clear benefits aside, getting an in-house offering up to scale at speed is a big challenge.
"What we've seen over the past 10 to 15 years is provider-sponsored health plans that are really challenged to grow a large enough market share or bolus of members to mitigate risk, particularly in a new insurance company," says Brian Fisher, Guidehouse's director of healthcare strategy, provider and payer.
To ramp up, providers often accept "significant discounts on their own health plan," says Richard F. Bajner, partner and payer and provider leader at Guidehouse. And with capital constraints being what they are today, CFOs should ask themselves whether these cuts, which can be as high as 30% to 50%, are the right move.
Here's what can make the juice worth the squeeze.
Analysis: You need a good read on the regulatory environment, especially for government payers, as well as the competitive landscape for commercial entities, Damschroder stresses. And that includes what's on the horizon. "We've had to change with the times as different programs and different emphases come into play," she says. Without this expertise and foresight, "you can lose a lot of money, and then quickly, it feels like a money pit."
Capability: Sponsoring a health plan requires "a completely new set of capabilities, particularly on the administrative end, that, without a partner, have to be created from scratch or contracted out," Fisher says. So prioritize finding the right collaborator—or developing the requisite skill sets in house, Damschroder advises.
Balance: Ensure your offering covers people in a range of health circumstances, or risk getting "kicked out of the market," Damschroder says. "When you look at the COVID cycle that's just gone on, there's been a lot of volatility in medical claims, right, and you actually have to have the fortitude to maintain your risk-based capital with the department of insurance in your state," which wants to know that you're "investing and supporting the medical claims activity."
Stamina: This isn't "a get rich quick scheme," Damschroder says. "You have to be in it for the long term; it's not a three-to-five–years game where you're automatically going to be making money." It means "doing what's right for the community and getting those health outcomes," as well as "pricing reasonably" and making enough profit to cover losses, particularly in the Medicare and Medicaid domains. Also look for openings in the market.
As an example, UnitedHealthcare is focused on profitable services (e.g., ambulatory and physician) and "staying away from hospitals," Damschroder says. "That would be our domain."
(More) collaboration: "Many times, even within a health system that has a payer and a provider side, they still are not as close as you would think they were," says Richard L. Gundling, FHFMA, CMA, senior vice president of content and professional practice guidance at HFMA.
That's because infighting can flare around competing priorities, such as how to handle administrative hurdles like prior authorization and medical necessity. And it's the patients who suffer most.
"If somebody really needs back surgery, let's not delay it for three months to get them that surgery or to have them scared that they're going to get a huge bill at the end of it," Gundling says. "They're having back surgery. Let's alleviate that other stuff."
It takes a balancing act, Damschroder says. "Culturally, you have to be suited for that tension, and I think you also have to be well invested in the health of the population—of what you can do together, versus separately," she explains.
HFH has worked hard over the past two years to integrate its care management team across its provider and payer entities. The partnership has produced a protocol of care that limits pre-authorization requests between HAP and HFH to a handful of circumstances, such as when certain new drugs are in play or there's variability in how a service is being delivered across the system.
"Our clinicians and our medical management team at the plan have been able to come together to develop processes that aren't an administrative burden, don't cost a lot of money, and better yet, the patients' speed to care treatment is quicker," Damschroder explains.
Resolve: If a plan of your own is the right fit, don't let the challenges scare you away from a model that could improve care quality, access, and affordability for those you serve. "We're highly integrated into our communities, and I think we're a very important part of this ecosystem," Damschroder says. "There's a danger if we just hand this over."
How can CMOs reduce hospital mortality rates at their organizations?
CMOs play a crucial role in helping hospitals reduce mortality rates by overseeing initiatives and strategies aimed at improving patient outcomes, but it’s not as simple as it sounds.
By analyzing mortality data across the healthcare system, CMOs like Andy Anderson, MD, MBA, executive vice president and chief medical and quality office, at RWJBarnabas Health can identify opportunities for improvement and implement tactics to drive change.
In fact, several initiatives at RWJBarnabas Health over the past two years have led to a significant reduction in the hospital mortality rate.
"We recognized a couple of years ago the opportunity to improve our mortality outcomes after doing an analysis of those outcomes across the health system's hospitals," he says. "We saw that we could improve."
One of the strategies RWJBarnabas launched is a mortality review process, which basically means reviewing and learning from a patient's death.
"Each of our hospitals has a team that reviews those cases and identifies whether there are any learning opportunities," Anderson says. "They go back and educate the team that took care of a deceased patient when learning opportunities arise."
The health system can then take those lessons from its 12 hospitals, put them in a single database, and identify common themes, Anderson says.
"For example, we may identify themes in cardiology or neurology cases, then we can go back to the service line and discuss how they can perform better or think differently in the future," he says. "Sometimes, there is nothing to learn from a death, but other times there is something to learn, and we must share that knowledge."
Another mortality reduction initiative has focused on ICU care, Anderson says.
"We are making sure that patients who are on ventilators are getting the right care," he says. "We are making sure that we have appropriate staffing in our ICUs. We are making sure we have enough ICU beds."
RWJBarnabas is heading in the right direction by focusing on the right things, Anderson says.
"We have reduced mortality by 20% across our health system hospitals over the past two years," he says.
The mortality reduction initiatives reflect how RWJBarnabas approaches patient safety and quality in three ways, Anderson says.
"No. 1, we are using data to drive improvement," he says. "We know more clearly how we are doing and the goals we need to achieve. We are monitoring mortality data over time. No. 2, we are working as a health system, sharing best practices, and identifying the best ways to do this work. No. 3, we are using our electronic health record as a driver of change. Examples of using the EHR to address mortality include the deterioration index and the sepsis alert. Epic is helping us standardize best practices."
This article is part of HealthLeaders’ How Do I? series. Read the entire article by Chris Cheney here.
Workforce challenges are running rampant in healthcare, could Netflix's buzzy employment strategy be the answer?
Netflix has provided the world with hours of binge-worthy content—is it now providing us with a successful healthcare workforce strategy?
What am I talking about? As you may or may not know, to stay competitive, the company has a unique termination policy called “The Keeper Test” which ends employment relationships “with employees whose managers wouldn’t fight like Cobra Kai to keep them onboard.”
The Keeper Test, which recently came back into the spotlight online, encourages managers to ask themselves whether they would rehire a current employee if they came in this morning looking for a job. If not, managers are encouraged to let the employee go. Netflix also recommends paying a severance and getting a release.
Netflix says this policy promotes transparency. Because there are no formal reviews, managers are encouraged to discuss performance openly and consistently. The approach, Netflix says, allows employees to know where they stand compared to their peers so they can make any necessary adjustments to stay on top.
While this strategy can work well in certain industries,
Would it work in healthcare?
Eh, I’m not so sure. But there are some pros and cons to consider anyway.
Implementing Netflix’s “Keeper Test” in a healthcare setting would certainly be met with mixed reviews—especially given healthcare’s already-shaky workforce. While the policy has proven successful in the entertainment industry, healthcare is a different beast altogether.
Let’s take a closer look at why or why not the “Keeper Test” may work in healthcare.
How this strategy could potentially work:
It could provide transparency and open communication: The keeper test promotes transparency and open communication between managers and employees. This can be beneficial in healthcare settings where feedback on performance is crucial for providing quality patient care.
It encourages personal growth: Just like in the entertainment industry, healthcare employees may have a great job but it might not be the right fit for them or the organization. The keeper test can help healthcare employees identify areas for growth and development.
It could reduce turnover: By implementing a policy that requires employees to continuously work at their best, healthcare organizations may see a reduction in voluntary turnover. This can lead to a more stable workforce and better patient outcomes.
It could boost productivity: The competitive nature of the keeper test can drive employees to be more productive and innovative in their roles, ultimately benefiting patient care.
Where this strategy falls short in healthcare:
It could create a fear of job loss: Whether at the forefront of patient care, patient registration, or behind the desk dealing with payer denials, all healthcare employees already operate in a high-stress environment, and the fear of losing their jobs may cause additional anxiety and tension in the workplace. This could potentially impact patient care and employee morale.
It could be perceived as a lack of investment in employees: Some healthcare employees may perceive the keeper test as a lack of investment in their professional development and well-being. Healthcare organizations often prioritize continuous learning and career advancement for their staff.
There are of course legal considerations: Healthcare organizations must navigate complex employment laws and regulations, especially when it comes to termination practices. The potential for discrimination claims or legal issues may deter healthcare leaders from adopting the strategy.
The unique challenges in healthcare: The healthcare industry has its own set of challenges and dynamics that don’t totally align with the competitive nature of the keeper test.
Not only that, the vast differences in roles across healthcare make this strategy impossible to implement evenly across the board. Should physicians be held to productivity standards like revenue cycle staff are? Patient care, ethical considerations, and teamwork are crucial components of healthcare that may not fit well with a cut-throat employment strategy.
So, what do you think?
Workforce challenges are running rampant across the board for healthcare leaders, and it’s true that new strategies need to be crafted, but is this one a little too much?
While the strategy has proven successful for Netflix and other industries, balancing the need for transparency, productivity, and personal growth with the unique challenges of healthcare is essential to maintaining a positive work environment and delivering quality patient care.
How do CFOs balance the rise in physician compensation with the need to lower labor costs?
Hospital and health system CFOs are facing a bit of a dilemma when it comes to recruiting and retaining physicians. On one end, physician compensation is rising. On the other, slashing labor costs is a priority. So how can CFOs balance the rise in physician compensation with the need to lower labor costs?
That reality necessitates that CFOs achieve a balancing act between employing top talent while keeping expenses in check. But hospitals' bottom lines aren't just affected by how much it costs to pay a physician. There are also opportunity costs and other expenses associated with physicians walking out the door in search of better compensation.
For that reason, cutting corners with physician salary isn't at the top of CFOs' to-do list. If anything, the opposite seems to be true, with hospitals acknowledging the competitive landscape for attracting and retaining physicians and showing willingness to invest in their workforce.
Getting physicians into your hospital is important—getting physicians to stay is essential.
Staffing turnover can be costly, so much so that giving a physician a raise in salary is often less detrimental to a hospital's finances than having to replace them.
That's a big reason why hospital decision-makers are eyeing ways to cut down turnover.
Scott Wester, president and CEO of Memorial Healthcare System, recently shared with HealthLeaders how the South Florida-based nonprofit created $200 million in savings by dropping about 80% of use of outside contract labor and reducing turnover from around 21% to below their historical average of under 14% in just a year.
"We did it with the intention of understanding we had to make sure that we had a better talent acquisition team, making sure that we played more offense than defense, and by reaching out to the work community to try to figure out what are things that are maybe are limiting the people to come join our organization," Wester said.
"We work very closely getting information, understanding we needed to do some market adjustments on individual pay raises for certain job classifications, and working closely with our university and educational facilities."
When a hospital isn't losing its physicians, it can be less dependent on contract labor, which boomed during the COVID-19 pandemic and put added stress on hospitals' margins.
Hospitals can still achieve profitability by paying their physicians while reducing contract labor costs.
As hospitals move away from contract labor, they must also try to incentivize physicians with bonus programs and other benefits outside of straight compensation.
David Koschitzki, CFO at MJHS Health System, spoke with HealthLeaders about solutions his organization has focused on to retain and attract talent, such as employee recognition programs and initiatives "that speak to the personnel side of their job responsibilities."
Koschitzki said: "Staffing is primarily the largest investment that we've been making. As I said, we have to address compensation issues, and we must address the competitiveness of the industry. So, we've enhanced staff salaries as an investment in our staff, and we've enhanced programs to attract staff."
This article is part of HealthLeaders’ How Do I? series. Read the entire article by Jay Asser here.
Hospital leaders are increasingly turning to automation to streamline revenue cycle operations, but should some processes be left behind?
Welcome to our June 2024 cover story. Each month, our editors will be taking a deep dive into the topics that matter most to you in our cover story series. From ways to win the payer/provider war to taking back your physician practice, we have a lot of stories up our sleeves this year.
So what did we look into this month? Well, hospital leaders are facing increasing pressure to streamline operations and optimize efficiency to keep pace with the industry's dynamic changes.
This pressure is particularly acute in the revenue cycle, where the implementation of automated solutions has become a must. But while automation offers numerous benefits including improved accuracy, speed, and efficiency, can there be too much of a good thing?
By identifying which aspects of the revenue cycle are best suited for automation and which are not, hospital leaders can effectively optimize their revenue cycle operations and position their organizations for success.
HealthLeaders' revenue cycle editor Jasmyne Ray spoke with four revenue cycle leaders to find out what has and has not worked for them when it comes to implementing revenue cycle automation.
The old ways of growing the nursing workforce are no longer working, so it's time to usher in some new strategies before it's too late.
Welcome to our May 2024 cover story. Each month, our editors will be taking a deep dive into the topics that matter most to you in our cover story series. From ways to win the payer/provider war to what not to automate in the revenue cycle, we have a lot of stories up our sleeves this year.
So what did we look into this month? Well, the greatest challenge facing nursing leaders today is workforce development. Health systems are in dire need of solutions that improve both recruitment and retention.
HealthLeaders' CNO editor G Hatfield spoke with four nurse leaders to find out what workforce growth strategies need to be put to rest and explore four ways CNOs can move forward and build a strong, healthy, and happy workforce.
Did you miss our April cover story on three major ways private physician practices can fight back against extinction and ensure survival? No worries, you can read it here.
CFOs are battling a multitude of challenges, but there are four that are not only top of mind but make-or-break for hospitals and health systems.
Hospital and health system CFOs are constantly facing pressure to reduce costs while maintaining high quality patient care especially as labor costs are skyrocketing and margins are being squeezed.
This means CFOs must carefully analyze cost structures and look for opportunities to improve operational efficiencies in order to remain financially viable.
To talk strategy and find solutions to these challenges, dozens of finance leaders from across the country recently met in San Diego for our HealthLeaders CFO Exchange. During the event, attendees discussed four main ways they are securing that financial viability.
15-months ahead?
One key takeaway from the event is the importance of starting negotiations with payers early—very early.
Many health system CFOs at the event said they are beginning their discussions on renewals and contract negotiations as early as 15 months in advance. When a few months out was once the norm, CFOs say starting yearly ensures they can get the terms they really want.
“Starting those payer contract negotiations early has been imperative for our system,” Hannah Jacobs, senior VP and CFO at Frederick Health said at the event.
Thinking this far ahead is crucial for CFOs to ensure that they are securing favorable terms and reimbursement rates from payers, which directly impacts their organization's financial health. By initiating these conversations early, CFOs have a greater opportunity to advocate for fair payment rates and avoid unnecessary financial strain.
Budgeting for AI, And Doing it Wisely
Another critical pain point for hospital and health system CFOs is budgeting for AI.
It’s essential for CFOs to carefully consider their organization's specific needs and goals when investing in AI technology, especially as every department in the hospital is likely coming to you looking for some sort of solution.
Simply purchasing AI tools for the sake of staying current with technology trends can lead to wasteful spending and inefficiencies, the attendees said.
So, the best solution for both of these challenges? Creating a consolidated, organizationalwide AI policy.
“We have leaders in every pocket of the system asking for AI in their department, but there is no overarching AI strategy in place which makes budgeting disjointed,” said Donna Wallace, VP of financial accounting from Integris Health.
Once the budgeting can be streamlined, leaders must then evaluate how AI can be effectively utilized to improve revenue cycle management, operational efficiency, and patient care outcomes.
By budgeting wisely for AI technology that aligns with their strategic objectives, CFOs can maximize ROI and drive sustainable growth for their organization.
Pictured: Attendees discuss major pain points during the 2023 CFO Exchange.
Where Have All The Hospitalists Gone?
Yes, nursing recruiting and retention is still a huge pain point for CFOs, but don’t forget about the physicians.
As more physicians transition to the ambulatory setting in search of more pay and better hours, hospital and health system CFOs say they are dealing with the challenge of retaining these providers both at the bedside and within the network.
Reassessing retainment strategies is obviously the best place to start, the CFOs at the event said. And on the same hand, it’s crucial for CFOs to develop a strategy for accommodating physicians who may want to return to the system in the future. This includes exploring alternative incentive models, such as value-based care arrangements, to attract and retain providers without solely relying on monetary incentives.
By proactively addressing the evolving needs of physicians and adapting to changes in the market, CFOs can strengthen their organization's position and foster long-term relationships with healthcare providers.
Does a Decrease in LOS Mean More Revenue?
Lastly, CFOs must be cautious about assuming that a decrease in length of stay (LOS) automatically translates to increased revenue.
Attendees agreed that it’s imperative for CFOs to assess the true ROI of their technology solutions and initiatives, especially since many vendors don’t come armed with any data.
Implementing technology that streamlines workflows and enhances patient care may lead to shorter LOS, but CFOs must evaluate the financial impact of these efficiencies.
“At our hospital, we implemented new technology that reduced our LOS, but I had to add 20 other FTEs to accommodate for the tech,” Wallace said. “So, CFOs need to be aware that a reduced LOS does not always equal an increase in revenue.”
By conducting thorough financial analyses and performance evaluations, finance leaders can ensure that their technology investments are generating sustainable revenue growth and improving overall financial performance.
So, what did we take away from this year’s event?
Well, hospital and health system CFOs are addressing the complex and rapidly evolving healthcare environment by executing early payer negotiations, strategic budgeting and planning for AI technology, physician retention strategies, and ROI assessments for technology investments that look beyond LOS; and you should be doing the same.
Our Spring 2024 CFO Exchange is taking place until May 10 at the Fairmont Grand Del Mar in San Diego.
Are you a CFO or finance leader interested in attending an upcoming event? To inquire about attending the HealthLeaders Exchange event, email us at exchange@healthleadersmedia.com.
The HealthLeaders Exchange is an executive community for sharing ideas, solutions, and insights. Please join the community at our LinkedIn page.
Technology is everywhere in healthcare, but budgeting for it lands on the shoulders of the CFO.
Healthcare organizations are at the forefront of technology. From clinical areas to the revenue cycle, every facet of an organization is seeing some sort of new technology or AI. While technology and innovation are needed, CFOs are the ones left to figure out how to pay for it all.
As reducing costs is a top concern for CFOs, especially since bottom lines have been severely stressed and new technology costs are adding up—what are the solutions?
This has been one of the challenges at the forefront of conversations so far at the HealthLeaders CFO Exchange, as dozens of finance leaders from across the country are currently talking shop in San Diego.
Why AI?
Changes in the workforce landscape are forcing CFOs to be more creative, meaning many are looking toward AI and other technology to fill those workforce gaps and optimize processes.
“AI is great, especially for our workforce issues, but how do we pay for it and redeploy resources?” Jim Wilson, CFO at Mayo Clinic Health Systems, asked the crowd during the morning’s general session.
This is a complex question that explains why it will take more time for healthcare leaders to add in more AI.
And How?
Speaking of budget, budgeting for automation and the impact on future work demands is crucial for preparing for technological advancements, but it’s not as easy as it sounds. And since using AI to automate workflow in clinical and non-clinical departments can lead to improved efficiency and accuracy, CFOs need to prioritize this cost. But how?
Well, many CFOs at this event are starting to figure it out.
A good place to start? Creating a consolidated AI plan. “We have leaders in every pocket of the system asking for AI in their department, but there is no overarching AI strategy in place which makes budgeting disjointed,” said Donna Wallace, VP of financial accounting from Integris Health.
It’s not all bad, though. In fact, one CFO at the event is piloting AI for physicians that creates clinical notes based on the verbal conversations the physician has with patients. The added AI saves so much time for physicians that it allows them to see more patients in a day, helping to pad that bottom line.
This is just a sliver of conversation at this year’s event, so stay tuned as the Exchange continues to unfold over the next two days.
Our Spring 2024 CFO Exchange is taking place until May 10 at the Fairmont Grand Del Mar in San Diego.
Are you a CFO or finance leader interested in attending an upcoming event? To inquire about attending the HealthLeaders Exchange event, email us at exchange@healthleadersmedia.com.
The HealthLeaders Exchange is an executive community for sharing ideas, solutions, and insights. Please join the community at our LinkedIn page.
CFOs need to fight back on excessive labor costs, manual processes, and declining reimbursement, but how?
CFOs have been getting the short end of the stick in 2024. What has pushed health system margins to the breaking point has been an unprecedented rise in the cost of labor, coupled with narrow operating margins.
But what can CFOs do about it?
Well, there are four main challenges that CFOs are facing head on, and next week at our HealthLeaders CFO Exchange, dozens of finance leaders from across the country will meet to talk strategy, workarounds, and solutions all four of them (and more):
Financial stewardship
Ensuring daily management of labor productivity and staffing to demand is crucial for cost control and efficiency, but CFOs have struggled with excessive labor costs due to inefficiencies in scheduling and staffing, and it’s only getting harder.
How can these costs be controlled?
Well, holding leaders accountable for their department performance is essential for driving a culture of continuous improvement. In the past, lack of accountability has led to stagnant performance and missed opportunities for labor cost savings.
On top of labor costs, we can’t forget about those other expenses. Streamlining supply expenses and purchased services, particularly physician preference items, is a common pain point for healthcare organizations looking to reduce costs without sacrificing quality of care.
Pictured: Attendees of the 2023 CFO Exchange in Napa California talk shop.
Achieving efficiencies in portfolio management, service line assessment, and conducting P&L analysis for programs and service lines can help identify areas for optimization and cost savings.
Historically, healthcare organizations have struggled with outdated financial management practices that hindered effective portfolio management, so CFOs need to optimize to save.
Revenue Cycle
CFOs are well aware that implementing technology in the revenue cycle space can lead to streamlined processes and improved efficiency since manual processes and outdated systems are hindering performance.
But, it’s not as easy as it sounds, so how are other CFOs getting this done?
Another area in the revenue cycle that CFOs need to be tackling are payers.
Using statistical data to tackle cost control and combat payers is a strategic approach to managing revenue. Historically, CFOs have struggled with mounting costs and shrinking reimbursements from payers, so fighting back is necessary but not easy.
Marketplace
Identifying growth opportunities in the market and reinvesting resources strategically is key to helping healthcare organizations stay competitive.
As CFOs know, market expansion has been a driver of growth for healthcare organizations, but how can it be done at a time when margins are already so thin?
On the same hand, healthcare organizations have faced challenges with leakage of referrals to external providers, so CFOs are challenged with keeping referrals for specialty care within the system as it’s an essential step for capturing revenue and maintaining patient volume.
Another marketplace challenge for CFOs has been addressing resource-intensive services with low reimbursement rates. Healthcare organizations have struggled to balance the financial viability of certain services with quality of care, so how do CFOs combat this?
Technology
Leveraging legacy technology with new-age technology can help drive innovation and efficiency in healthcare organizations, but a lot of CFOs are still struggling with outdated systems and siloed technology platforms.
So, how do you update and streamline on a budget?
Speaking of budget, accounting for automation and the impact on future work demands is crucial for preparing for technological advancements but not as easy as it sounds. And since using AI to automate workflow in clinical and non-clinical departments can lead to improved efficiency and accuracy, CFOs need to prioritize this cost.
But how? CFOs at the event will find out next week. Stay tuned for more coverage
Are you a CFO or finance leader interested in attending an upcoming event? To inquire about attending the HealthLeaders Exchange event, email us at exchange@healthleadersmedia.com.
The HealthLeaders Exchange is an executive community for sharing ideas, solutions, and insights. Please join the community at our LinkedIn page.
Pictured: Attendees discuss major pain points during the 2023 CFO Exchange.
Pictured: Attendees of the 2023 CFO Exchange in Napa California talk shop.