1、本科毕业论文（设计） 外 文 翻 译 原文： Strategies for Success High-performing revenue cycle hospitals excel for a variety of reasons. Two key reasons: high performance revenue cycle hospitals take a big-picture organizational approach while remaining keenly attuned to the particular needs and strengths of their ins
2、titutions, rather than attempting to apply one-size-fits-all solutions. Although hospitals across the nation share many of the same challenges, the appropriate response to those challenges will vary based on the unique culture and circumstances of each organization. As noted in a recent Healthcare F
3、inancial Management Association (HFMA) special report, high-performing organizations elevate the importance of the revenue cycle, accelerate action to execute strategies to achieve goals, and target and master elements most crucial to their success rather than focusing on the same elements as other
4、hospitals. Still, high-performing organizations do share some common traits, as outlined in the HFMAs special report, “Strategies for a High Performance Revenue Cycle,” which is based on research involved with the Patient Friendly Billing Project. Researchers identified six key areas in which high-p
5、erformers excel: people, processes, technology, metrics, communication, and culture. Strategies and best practices in the key areas of people, processes, and technology are outlined in the first part of this series ( see Health care Registration , October 2010, vol. 20, no. 1). In this issue, we hig
6、hlight best practices identified by researchers in the areas of metrics, communication, and culture.It is important to note, however, that an element critical to success shared by high-performing organizations is a high-level commitment to high performance revenue cycle management. This commitment b
7、egins with top executives, finance and otherwise, and is shared by employees at all levels and in all areas throughout the organization. This high level commitment fuels best practices in the six core areas researchers examined at 14 high-performing organizations featured in the special report. Metr
8、ics Health care provider organizations that struggle with poor revenue cycle performance can take some solace in knowing that high-performing counterparts, too, have hit such lows. Regardless of how difficult a situation may appear, improvement is possible, and dramatic improvement can be achieved w
9、ithin a relatively short period of time, researchers found. Charting a course for improvement and sustaining gains require an ability to diagnose areas in need of improvement and an ability to continually monitor progress and performance using relevant revenue cycle metrics. Such metrics are essenti
10、al to measure and monitor revenue cycle performance, and to set appropriate goals and adjust as needed to achieve goals. The type of metrics, or measures, tapped by high performing revenue cycle hospitals varies, as do the ranges for acceptable performance for these measures. Several high-performers
11、, however, note that meaningful progress reports aid staff members to best identify actions required for improvement. Further, high-performers underscore the importance of frequent reporting, to allow for early identification of issues of concern so the intervention can occur before the issues manif
12、est as significant problems. Although the precise metrics and performance report formats and details may vary, there are three commonalities in the realm of metrics shared by high-performing organizations. High-performing revenue cycle hospitals evaluate performance frequently, are willing to look b
13、eyond traditional metrics as needed, and highly value and incorporate consumer perspectives. Monitoring and Reporting Frequency.High-performing revenue cycle hospitals share a compulsion to measure and monitor performance, and they do so frequently based on metrics that also are frequently reviewed.
14、 The metrics used vary, but the constant among top-performing organizations is the need for frequent, timely review and reporting of performance to metrics. Frequent performance monitoring and reporting is essential to track performanceimprovements and declinesover time. Importantly, the information
15、 and insights gleaned from performance reports are shared with the employees whose work is reflected in those reports. And, more often than not, researchers note that real-time tracking and reporting is more often a norm among high-performing organizations, so that the information can be timely inco
16、rporated into strategies to improve. As noted, the metrics vary by hospital. In patient access, metrics may include registration error-tracking systems or call length and call abandonment rates for schedulers.Non-Traditional Metrics.A willingness to embrace non-traditional metrics is a trait shared
17、by high-performing hospitals that, in turn, results in natural variances as metrics are designed and tailored based on the needs of the respective organizations. It is not that traditional metrics are cast aside. Rather, traditional metrics are supplemented with non-traditional measures that allow h
18、igh-performing hospitals to gain a better understanding of the origin of larger trends and to identify opportunities for improvement specific to their organization. Among the non-traditional metrics that high-performing hospitals tap are those that relate to the bottom line but are not financial dat
19、a driven. For example, patient satisfaction measures are among the non-financial-based metrics used by high- performing organizations to make a case for change that will ultimately impact financial performance. Although measuring patient satisfaction is not new and certainly is a traditional measure
20、 of overall performance, high-performing hospitals rely on this metric in a non- traditional way, as it colors achievement in the financial realm. Another example of a non-traditional metric that impacts effective revenue cycle performance is the employee turnover rate. The reason: Reducing employee
21、 turnover is important to achieve high performing revenue cycle management goals, as continuity is a factor in the success of large-scale revenue cycle initiatives. Thus, high-performing organizations often examine turnover rates as a metric, as this is an element that factors into financial results, and, thus, is an important albeit non-traditional metric used in making， the business case for initiatives for improvement. Consumers Perspectives,High-performing organizations are taking consumer perspectives as gleaned through patient satisfaction surveys to new levels, seeking to
