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Amy Sandlin

“When I met with the directors in Lexington, I got the impression that it was important to them that I be able to grow in my role at Blue – they weren’t just looking for someone to meet charge hour goals.

I had gotten stuck in a rut at my prior firm, working on the same projects I’d been on for years, with very little help from firm leadership on how to develop in my career after I reached the manager level. It seemed like that would not be the case at Blue, and it turned out that my initial impressions were correct.

I get the opportunity to work on more diverse client engagements and also get pulled into special projects regularly that keep my day-to-day interesting and allow me to continue to grow as a professional. There’s a lot more autonomy across the offices than there was at the firm I came from. It’s a nice change being at a firm where decisions aren’t made solely by a handful of professionals in one office, then handed down to the other offices without any consideration for how their office and market may differ. Blue & Co. feels like a small firm in day-to-day operations; however, it has the resources of a large firm, so you get the best of both worlds.”

heart and a jar of money

Unveiling the Dynamics of Donor-Restricted Contributions

By Greg Jackson, CPA, Principal at Blue & Co. Many not-for-profit organizations rely on public support (grants and contributions) to finance their mission. When that public support includes donor-restricted grants and contributions, those restricted amounts must be reported and accounted for in accordance with the related restrictions attached to the funds. When recording a donor-restricted […]

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How to Manage Clinical Validation Denials

In the past several years, hospitals have continued to feel the impact on revenue from Clinical Validation Denials (CVD). The need for a robust CDI team to capture support for clinical indicators while the patient is still in house is more imperative than ever. The other overwhelming piece for revenue cycle teams to manage is […]

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Margin Improvement: Optimizing Financial Performance

Ensuring the long-term financial viability of a health system requires constant attention to the operating statement. This involves assessing the current state of your healthcare organization and critically comparing the current condition to industry and/or internal benchmark standards. Ultimately, this assessment assists management implement an ongoing margin improvement process to increase the likelihood of achieving […]

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