Health plays an important economic role in modern society. Despite widespread access to technological and human resources, the US economy faces significant problems with bankruptcies rising from healthcare debt, healthcare costs and uncompensated care.

Keeping track of employees is not an easy task. Management often spends a lot of time focusing on what employees are doing, where the "wasted" time is spent, and how to do things faster - making their company lean, mean, and ready for action. No management team sets out to micromanage their employees, but rather to understand where time is spent in order to improve efficiency, productivity, and communication. Emerald has developed a number of processes that are designed to do just that. These three processes have had significant impacts on our organization. 

Have you been operating with an understaffed department? Are your 60-120-day buckets getting larger and larger? Do you have way too many manual processes? Were you nodding at any of these questions as you were reading them?  Adding more staff and manual processes are what I characterize as "band-aid" fixes -- great for clean-up projects, but not ideal as permanent solutions to a problem that will continue to rear its ugly head. 

There’s a goldmine hidden within your billing processes but finding and extracting the extra revenue on your own can take time and resources that few organizations have – unless they have the right partners.

The most productive communities are those with a healthy population. That’s why Community Health centers exist: to provide the medical support our communities need to maintain good health. At a state and local level, we’ve all seen the need and the federal government acknowledged the need by creating the Community Health Center Fund in 2010 to pay for the operation and expansion of health centers through the nation. So far, they’ve appropriated close to 3.8 billion dollars. The money helps with the growth of these health centers but it doesn’t solve all their problems.  Joan Quigley, President and CEO for North Hudson Community Action Corp, said “We are always struggling to keep up with funding”. The RAND research group conducted research on FQHC’s. When asked about operational viability, a researcher said “Although many federally qualified health centers have historically provided patient-centered, team-based care, the implementation of other medical-home components, such as expanding access to care after hours and developing data-analytic capabilities, may present substantial challenges in health centers that have limited financial resources or high staff turnover.”