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At their Nov. 11 meeting, the Regional Executive Council discussed and approved the Chapter Balanced Scorecard (CBSC) for the 2013-14 DCMS year. Highlights of the discussion included changes to the Certification goal and to the weights for Member Satisfaction and Days Cash on Hand, as well as a change to the Threshold Performance Level (TPL) for both the 2012-13 and 2013-14 DCMS year. The Council also agreed to grandfather all chapters for the Chapter Board Composition goal for 2013-14.
The 2013-14 CBSC Goals Comparison to 2012-13 is available in the Chapter Reports and Reporting Tools section of the Chapter Leader Resources site. (For more information on how CBSC goals are set, see the article Feedback: Answers from the Volunteer Satisfaction Survey-Part 3.)
Education. The education goal will remain at the lesser of 15.9 hours per member or 0.5 percent growth; and, as in prior years, this goal will be revisited during the June 2013 Regional Executive Council meeting once the final education hours have been compiled for the 2012-13 DCMS year. The 2013-14 weight remains at 30 points.
Membership. The goal remains at the equivalent of the HFMA overall projected FY14 membership count (in FY14 a slight increase is anticipated-similar to this year's 0.4 percent growth). The weight will remain at 20 points.
Member Satisfaction. The Member Satisfaction goal will remain the same as last year's; however the Council modified the weight from its current 15 points to 20 points. Council members voted to increase the weight of this goal as an indicator of the level of service a chapter delivers to its members and its importance in driving membership retention.
Certification. The council maintained the 30 point weight, and changed the alternate goal. To achieve the certification goal, the percentage of certified members must equal or exceed the May 1 HFMA average with an alternate goal of five percent improvement over the previous year's certified member percentage. The improvement number must be at least one member. The new alternate goal is based on exams passed-similar to the Award of Excellence goal-versus exams taken. The council explained that the new goal would:
Days Cash on Hand. The goal remains at 150-600 DCOH. Chapters with more than 600 DCOH can still receive points for this goal if they meet both the Education and Member Satisfaction goals. The council dropped the weight for this goal from 10 points to 5 points.
DCMS On-time Reporting. The goal to meet all DCMS chapter requirement due dates and to report all education events and newsletters within the quarter in which they occurred remains the same, as does the weight of 5 points.
Board Composition. The Council voted to retain this metric and the 5-point weight. The council also voted to continue to grandfather all chapters for the 2013-14 DCMS year. All chapters will automatically receive 5 points. This allows chapters more time for succession planning for subsequent years.
Threshold Performance Level (TPL). The Council approved maintaining the TPL at 60 points; however, the council removed the requirement that chapters who score at the TPL must write a Chapter Advancement Plan. Only chapters who score below the TPL will be required to write a Chapter Advancement Plan. The council also made this change retroactive to the 2012-13 CBSC.
The 2013-14 CBSC is the foundation for chapter planning for the upcoming DCMS year. Presidents-elect can start their chapter planning on the right foot by urging their leadership team to participate in the Jan. 31 chapter leadership webinar (rescheduled from Feb. 6), Successful Planning for the 2013-14 DCMS Year-Part 1. The webinar will prepare the incoming leadership team to:
Chapter leaders can get additional planning assistance during the following webinars:
If you have questions about the CBSC, please contact your regional executive or a member of the chapter relations team.
Publication Date: Thursday, November 29, 2012
In this Business Profile, Bruce Haupt, president and CEO of ClearBalance, discusses how a patient loan program can increase patient collections, reduce bad debt, and speed cash flow.
In this Business Profile, Jerry Bruno, principal with Deloitte Consulting LLP, discusses the importance of choosing revenue cycle solutions that help an organization meet the challenges of a quickly evolving healthcare environment.
In this business profile, Lane Jackson, a partner in the Grant Thornton LLP Health Care Advisory Services practice, with extensive experience in overseeing system implementations and revenue cycle reorganizations, discusses best practices for elevating revenue cycle performance during an EMR implementation. Grant Thornton LLP is a sponsor of the Large System Controllers Council Affinity Group.
In this business profile, Amy Gross, senior vice president of Key Government Finance, discusses the benefits of private placement transactions to support large-scale financing projects.
In this business profile, Doug Polasky, executive vice president at Xtend Healthcare, explains the importance of having sound workflow processes in a consolidated business office to ensure optimal performance and reduce costs.
In this business profile, sponsored by SSI, Jay Colfer, vice president of sales and marketing, shares how patient access solutions are reversing the trend toward increased bad debt resulting from the rise in high-deductible consumer health plans.
In this business profile of Deloitte Consulting, Matthew Hitch and David Betts explore the potential benefits of elevating the customer experience and outline strategies to change service delivery.
TriMedx helps health systems control costs and uncover savings opportunities by optimizing the clinical engineering function.
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