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Freezing tolerance is likely to be an important adaptation for both natural populations and crop cultivars like winter wheat (Triticum aestivum L.). In the United States, winter wheat represents 80% of the total wheat production. Understanding the genetic basis of freezing tolerance in wheat furthers our knowledge of abiotic stress tolerance in plants and may inform breeding programs aimed at adjusting the level of freezing tolerance for a given region. We examined freezing tolerance in a 267‐line panel of elite soft red winter wheat that has previously been used for genome‐wide association study (GWAS) on agronomically important traits. We were specifically interested in determining the extent of genetic variation for freezing tolerance within the panel, what the genetic basis of that variation is, and if there are correlations between freezing tolerance and other agronomically important traits. We found significant variation in freezing tolerance among the lines, measured as survival through three total days at −8 °C. We performed a GWAS on freezing tolerance and identified 13 candidate loci, with nearby candidate genes involved in different functions potentially associated with freezing tolerance. In addition, we found significant correlations between freezing tolerance and seven previously published yield related traits. In summary, we found considerable variation in freezing tolerance in this panel that is associated with yield related traits. Thus, these lines may be useful for breeding programs seeking to optimize freezing tolerance for present and future climatic conditions. Core Ideas: Substantial genetic variation for freezing tolerance was found within a winter wheat panel.This variation has a polygenic basis, and 13 candidate loci were identified.There is a modest positive correlation between freezing tolerance and published yield estimates.Genetic variation in freezing tolerance may be useful for eastern US breeding programs. [ABSTRACT FROM AUTHOR]

Hospitals can identify opportunities to enhance revenue collection by closely analyzing outpatient charge-capture data. A hospital can bolster its charge-capture analysis by performing a charge-capture process walk-through and scrutinizing subsystem links, third-party payer contracts, and electronic health record structures. The hospital then can integrate charge-integrity functions into clinical departments as needed by developing charge-reconciliation tools and reports and monitoring their utilization, and incorporating charge-reconciliation responsibilities into clinical department managers' job descriptions and goals.

Revenue cycle outsourcing can offer hospitals and health systems many advantages, including cost savings and revenue gains, but it also carries risks. Some organizations may choose to outsource revenue cycle to third-party service providers; others may opt to develop internal centers of excellence. Hospitals and health systems should consider IT system compatibility, payment arrangements, and incentive and value alignment when selecting an outsourcing partner.

Hospitals nationwide have seen revenue drop after implementing new financial and clinical IT platforms, typically because their adoption teams did not plan for the impact on downstream revenue. Technology is rarely a panacea. Although an upgrade can catch some problems, it can also add a new level of complexity that will make it harder to fix poor processes if they are not addressed up front. Finance departments should be involved in design and testing phases of all IT system changes--even nonfinancial systems--to protect revenues before, during, and after implementation.

To be able to effectively manage physician revenue cycles, the hospital revenue cycle team must understand and address several issues in physician practices: Physician organizational structures. Payment methodology. Registration. Provider compensation modeling. Provider on-boarding process. Systems integration. Communication processes and culture.

Current affiliation strategies tend to focus on joint ventures and employment. Careful planning and organizing of a joint venture can mitigate their associated legal, tax, regulatory, and cultural risks. The success of an employment model depends upon a compensation structure that aligns the incentives of physicians and the hospital. Fora successful affiliation program, hospitals should determine needs and trends, implement strategic planning, and conduct due diligence.

The three pillars of a successful denials management and resolution program are: A denials database. Standardized reports. A standardized business office methodology to resolve denied accounts.