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Each spring HFMA sends a survey to chapter leaders to ask for feedback on how we support their volunteer experience. Part 1 addressed "the most important things HFMA could do to further support and enhance the volunteer experience." Part 2 addressed the survey statement: "If any rating is less than a 6 or a 7, please provide feedback so that we can improve the experience for future chapter leaders."
This month we will wrap up the final comments and questions on LTC locations and schedules, training opportunities for chapter leaders, the availability of real-time reports, and HFMA's role in CBSC goal setting.
Comment: The Leadership Training Conference (LTC) is a great preparation tool for our leadership responsibilities; however, we are booked solid the whole time we are there. It is almost cruel to send us to these "vacation" locales and to not give us any free time to relax.
Comment: LTC and Fall Presidents Meetings (FPM) meetings are very helpful although both could probably be half a day shorter to save some funds for smaller chapters and save volunteers one day less away from work.
Response: These two different viewpoints above illustrate the dilemma in planning these meetings. We want to provide as much content as possible for our chapter leaders and provide it in an attractive setting, but the availability of chapter funding for training varies greatly. We offer conference rates at the hotels for several days before and after the actual conference for individuals or chapters who would like to spend a little extra time relaxing without forcing chapters with very tight budgets to bear additional costs beyond training. FPM meetings, on the other hand are planned entirely by each region and any changes to the length of the meeting are determined by the leadership in the region. In most instances, at the FPM location, too, conference rates are available for several days before and after. Your regional executive is the best source for FPM location information.
Comment: LTC is great training, but not all chapter leaders get to attend. Training at the chapter level is often lacking especially at the board level.
Response: HFMA provides training for new chapter leaders at LTC. We realize that not all chapters can send their full leadership team; however, chapter leaders can access LTC presentations.
In addition, we offer training webinars throughout the year. The webinars for the entire year are listed in the Chapter Planning Calendar and Resource Guide, which is distributed at LTC, but is also available on the website. If you cannot participate in a live webinar, contact email@example.com for a copy of the webinar recording and handouts.
Finally, Chapter Relations staff is always available to walk you through your responsibilities and the available tools to help you do your job. In fact, we often find these one-on-one relationships to be a valuable resource for us as well because we learn from you which tools are working well and whether there are opportunities to improve resources we already provide or add resources that may be lacking.
Our job is to do whatever we can to make your job easier, so call early and often at (800) 252-4362 and ask to speak to a member of the Chapter Relations team, or email firstname.lastname@example.org and ask for assistance. We are here to help.
Comment: As chapter president I had to coordinate the efforts of a large number of volunteers to ensure that we stayed on track to meet Chapter Balanced Scorecard (CBSC) targets. Having the CBSC and DCMS reports updated more timely (or real time) would have been very helpful.
Response: We generally update reports on the website monthly; however, fresh reports are always available. Just send your request to email@example.com and staff will be happy to pull fresh reports for you. The only exceptions are Membership End-of-Month reports which contain audited numbers and the list of newly certified members, both of which are only available monthly.
Comment: National HFMA seems disinterested in feedback from chapter leadership regarding goal setting. There is no partial credit consideration. The education hour goals are too high. The minimum percentage for certified members is 7.9% (comment written in April 2012). If a member is not HFMA certified or a CPA, there is little real motivation to attend education- especially in economically challenging times.
Response: The Regional Executive Council-comprised of 11 elected volunteer leaders (one from each region), and chaired by a volunteer leader from the HFMA Board of Directors-sets the goals for the chapters and for HFMA as an organization. The RE's solicit input from chapters during the Fall Presidents Meetings and during conference calls with chapter presidents throughout the year.
Each year the Council debates each goal, metric, and weight with an eye both on the needs of their chapters and the needs of the Association as a whole. Each member of the Council is required to have served as a chapter president and each member of the Council is elected by the chapters in the region they represent.
The goal for education has been a two-part goal for over five years. It is the lesser of .5% growth over the past year or equivalent to the second highest average hours per member over the past five years. For a chapter that reached 18,000 hours in 2011-12, the 2013-14 goal would translate to 90 additional hours. (Click here for more information on the newly-approved 2013-14 CBSC.)
The certification goal is also a two-part goal. It is the lesser of the HFMA average for 2011-12 or 1 more exam taken. This may be a good time to point out that the Council reviewed this goal and decided to change it for the 2013-14 DCMS year to either the HFMA average or a five percent improvement over the prior year, but a minimum of one exam passed - which is a change from exams taken. (See Introducing the 2013-14 CBSC in this month's issue of Notes from National).
Certification is recognized as an important part of membership because it drives both education and member retention, which the Council cited in making the change.
HFMA is a volunteer organization. The majority of HFMA Directors are former chapter leaders-volunteers who have walked in your shoes and who recognize that the health of HFMA as an association relies on strong chapters, and strong chapters rely on the health of the national Association.
Chapters provide targeted local education specific to their members and are the personal face of HFMA.
National office staff provides broader-based national education opportunities, carries out the directives of the National Board of Directors approved Strategic Plan, and provides research and support for individual members and chapters. The strength of the Association ensures that members whose jobs take them to different locations can count on a high level of services no matter which chapter they choose to align with.
Publication Date: Thursday, November 29, 2012
A leader from McKesson discusses how healthcare reform is forcing hospitals and health systems to take a different approach to capacity management and patient flow.
Patient financial engagement is more challenging than ever – and more critical. With patient responsibility as a percentage of revenue on the rise, providers have seen their billing-related costs and accounts receivable levels increase. If increasing collection yield and reducing costs are a priority for your organization, the metrics outlined in this presentation will provide the framework you need to understand what’s working and what’s not, in order to guide your overall patient financial engagement initiatives and optimize results.
Emad Rizk, MD, president and CEO of Accretive Health, discusses the uncertainty facing hospitals and the transitions affecting revenue cycle management.
No two patients are the same. Each has a very personal healthcare experience, and each has distinct financial needs and preferences that have an impact on how, when and if they chose to pay their healthcare bill. It’s no longer effective to apply static billing techniques to solve the complex challenge of collecting balances from patients. The need to tailor financial conversations and payment options to individual needs and preferences is critical. This presentation provides 10 recommendations that will not only help you improve payment performance through a more tailored approach, but take control of rising collection costs.
Jim Bohnsack, vice president, solution & corporate development for Conifer Health Solutions, explains how the company helps healthcare providers leverage data to deliver better outcomes while optimizing reimbursement for all payment arrangements.
This white paper, written by Apex Vice President of Solutions and Services, Carrie Romandine, discusses the importance of patient segmentation and messaging specifically related to the patient revenue cycle. Applying strategic messaging that is tailored to each patient type will not only better educate consumers on payment options specific to their billing needs, but it will maximize the amount collected before sending to collections. Further, targeted messaging should be applied across all points of patient interaction (i.e. point of service, customer service, patient statements) and analyzed regularly for maximized results.
Steve Scibetta, senior director of channel sales for Ontario Systems' healthcare product line, shares insights into effectively managing receivables.
This white paper, written by Apex President Patrick Maurer, discusses methods to increase patient adoption of online payments. Providers are now seeking ways to incrementally collect more payments due from patients as well as speeding up the rate of collections. This white paper shows why patient-centric approaches to online payment portals are important complements to traditional provider-centric approaches.
Elena White, vice president of risk, quality, and network solutions for Optum, discusses how healthcare providers can leverage data and technology as they enable risk in their organization.
Increased electronic engagement between healthcare providers and patients provides significant opportunities for improving revenue cycle metrics and encouraging patients to access EHRs. This article, written by Apex Founder and CEO Brian Kueppers, explores a number of strategies to create synergy between patient billing, online payment portals and electronic health record (EHR) software to realize a high ROI in speed to payment, patient satisfaction and portal adoption for meaningful use.
Somnia President and CEO Marc Koch, MD, MBA, explains how hospitals can drive transformative change in the perioperative experience for outstanding clinical and financial outcomes.
Faced with a rising tide of bad debt, a large Southeastern healthcare system was seeing a sharp decline in net patient revenues. The need to improve collections was dire. By integrating critical tools and processes, the health system was able to increase online payments and improve its financial position. Taking a holistic approach increased overall collection yield by 10% while costs came down because the number of statements sent to patients fell by 10%, which equated to a $1.3M annualized improvement in patient cash over a six-month period. This case study explains how.
PMMC President Roger L. Shaul discusses the effects of healthcare reform on revenue cycle management and how PMMC's products help clients adapt to a changing financial environment.
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
Greg Burgess, Founder and Chief Product Officer at Burgess Group shares insights and opportunities for payment integrity in the rapidly changing healthcare IT landscape.
Read how Gwinnett Medical Center provides clear connections to financial information, offers multiple payment options for patients, and gives onsite staff the ability to collect payments at multiple points throughout the care process.
Read how Orlando Health was able to perform deeper dives into claims data to help the health system see claim rejections more quickly–even on the front end–and reduce A/R days.
To maintain fiscal fitness and boost patient satisfaction and loyalty, healthcare providers need visibility into when and how much they will be paid–by whom–and the ability to better navigate obstacles to payment. They need payment clarity. This whitepaper illuminates this concept that is winning fans at forward-thinking hospitals.
Financial services staff are always looking for ways to improve the verification, billing and collections processes, and Munson Healthcare is no different. Read about how they streamlined the billing process to produce cleaner bills on the front end and helped financial services staff collect more than $1 million in additional upfront annual revenue in one year.
Effective revenue cycle management can be a challenge for any hospital, but for smaller providers it is even tougher. Read how Wallace Thomson identified unreimbursed procedures, streamlined claims management, and improved its ability to determine charity eligibility.
Before launching an energy-efficiency initiative, it’s important to build a solid business case and understand the funding options and potential incentives that are available. Healthcare leaders should consider taking the steps outlined in the whitepaper to ease the process of gaining approval, piloting, implementing, and supporting sustainability projects. You will find that investing in sustainability and energy efficiency helps hospitals add cash to their bottom line. Discover how hospitals and health systems have various options for funding energy-efficient and renewable-energy initiatives, depending on their current financial structure and strategy.
Health care is a dynamic mergers and acquisitions market with numerous hospitals and health systems contemplating or pursuing formal arrangements with other entities. These relationships often pose a strategic benefit, such as enhancing competencies across the continuum, facilitating economies of scale, or giving the participants a competitive advantage in a crowded market. Underpinning any profitable acquisition is a robust capital planning strategy that ensures an organization reserves sufficient funds and efficiently onboards partners that advance the enterprise mission and values.
The success of healthcare mergers, acquisitions, and other affiliations is predicated in part on available capital, and the need for and sources of funding are considerations present throughout the partnering process, from choosing a partner to evaluating an arrangement’s capital needs to selecting an integration model to finding the right money source to finance the deal. This whitepaper offers several strategies that health system leaders have used to assess and manage capital needs for their growing networks.
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HFMA's MAP App is a web-based application that helps organizations track results, compare data with peers, and improve revenue cycle performance. Schedule a demo.
HFMA’s Buyer’s Resource Guide is a comprehensive vendor directory that helps healthcare finance professionals find products and services.
Access all the tools and resources you need to develop your personal skills. Organized into distinct career levels, this tool creates a career plan specific to your career goals.
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