Capital Health System, a Trenton, New Jersey, acute care teaching hospital, had a problem. Although it had revenues exceeding $260 million, Capital Health was showing operating losses of more than $15 million and an increasing number of days in accounts receivable and payment denials. Between January 1999 and July 2001, Capital Health, by redesigning its revenue cycle, increased its cash flow by more than $30 million, and increased patient-service revenue by an annual rate of 7%. More than $10 i...

BPIR Categories

11.1.4 Manage cash flow
11.2.3 Process accounts receivable, credit, & collections

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