【正文】 arity care。本科畢業(yè)論文（設(shè)計） 外 文 翻 譯 原文： Strategies for Success Highperforming revenue cycle hospitals excel for a variety of reasons. Two key reasons: high performance revenue cycle hospitals take a bigpicture organizational approach while remaining keenly attuned to the particular needs and strengths of their institutions, rather than attempting to apply onesizefitsall 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 Financial Management Association (HFMA) special report, highperforming 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 hospitals. Still, highperforming organizations do share some mon traits, as outlined in the HFMA’s 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 highperformers excel: people, processes, technology, metrics, munication, 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 2020, vol. 20, no. 1). In this issue, we highlight best practices identified by researchers in the areas of metrics, munication, and is important to note, however, that an element critical to success shared by highperforming organizations is a highlevel mitment to high performance revenue cycle management. This mitment begins with top executives, finance and otherwise, and is shared by employees at all levels and in all areas throughout the organization. This high level mitment fuels best practices in the six core areas researchers examined at 14 highperforming organizations featured in the special report. Metrics Health care provider organizations that struggle with poor revenue cycle performance can take some solace in knowing that highperforming counterparts, too, have hit such lows. Regardless of how difficult a situation may appear, improvement is possible, and dramatic improvement can be achieved within 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 essential 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 highperformers, however, note that meaningful progress reports aid staff members to best identify actions required for improvement. Further, highperformers underscore the importance of frequent reporting, to allow for early identification of issues of concern so the intervention can occur before the issues manifest as significant problems. Although the precise metrics and performance report formats and details may vary, there are three monalities i