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Every year conversations at the Fall
Presidents Meetings (FPMs) spark transformations within HFMA organization. Locations and dates are posted to the Fall Presidents Meeting page. Agendas and information will be posted in late July or early August. In the meantime, here's a rundown on what you need to know to be prepared to discuss the big issues and share successful practices at your Fall Presidents Meeting so you can be part of the transformation.
At least one officer from each chapter must attend the annual the FPM. This is a DCMS Requirement. The best practice is to have the chapter president and president-elect attend.
The Regional Executive Council sets the agenda at its June Council Meeting based on discussions with chapter leaders during regional planning time at LTC and information gathered during the previous Council Meeting at LTC. Completed agendas will be available on the Chapter Leaders website, in early August. Regions can add their own region-specific topics to this agenda.
If you are attending an FPM, remember that you are representing the views of your chapter's leadership, not necessarily your personal views, so it's important to gather consensus from your leadership team, before your FPM. Keep in mind, also, that changes are always viewed with an eye toward serving HFMA members as a whole.
If your chapter's scheduled board meeting will occur before you have received the full FPM agenda in August, consider gathering input from your team during a specially scheduled conference call or you can email the agenda to your team to solicit their written comments.
What happens at an FPM does NOT stay at the FPM. It can have a lasting impact on how chapters, regions, and HFMA as an organization move forward. Here are the main discussions and actions.
FPMs provide the Regional Executive with feedback from the chapters about their triumphs and challenges, and chapters have an opportunity to discuss the purpose of the each of the CBSC goals and how well each goal serves our members. FPM is also an opportunity for chapters to offer alternative suggestions so the Regional Executives are prepared to set goals for the coming year, when they meet in November. It's important to be able to provide clear alternatives and be able to gain consensus from the majority of chapters in your region.
There are as many ways to address a challenge as there are challenges to address. Sharing successful practices among chapters and regions can add to the strength of the region and HFMA as a whole. Chapters should also be prepared to discuss their Yerger Awards.
Each region must have a Regional Operating Agreement (ROA) that is approved and signed by all of the chapters in the region. The ROA specifies procedures for the selection of the Regional Executive and the assigned duties of the Regional Executive and Regional Executive-elect within the policy approved by the HFMA Board of Directors.
The ROA may also specify procedures for regional treasuries, methods for determining the locations for FPM, reimbursement policies for chapter visits by the Regional Executive or Regional Executive-elect, or other matters agreed to by the chapters.
Regions should review their ROA during LTC. Suggested changes should be discussed and agreed upon during regional meetings or conference calls before the FPM so the final document can be presented for president signatures on site. The signed copy is placed on file with HFMA, and is available on the Chapter Leaders website under Policies and Forms.
Presidents-elect vote to determine the Regional Executive-elect-elect. Keep in mind that the person you elect is the person who will represent your chapters in 2015-16 when the 2016-17 Chapter Balanced Scorecard will be approved. Electing the incoming Regional Executive-elects in the fall gives them a chance to build relationships and learn the ropes.Want to know more about the responsibilities of a Regional Executive? Read the Regional Executive Program Policy and Procedures available in your Chapter Planning Calendar and Resource Guide or on the website under Policies and Forms.
The Regional Executive-elect will present the Presidents-elect with one or more options for the 2014-15 Fall Presidents meeting and the Presidents-elect will vote to approve a location. Regions are asked to keep the Regional Executive Council Chair's Task Force Report on Fall Presidents Meeting Guidelines in mind when they consider locations to ensure that the location and duration is respectful of volunteers' time away from work and family and chapter resources.
The Regional Executive-elect captures the information and feedback from the FPM discussions. These meeting minutes from all regions are compiled and shared with the Regional Executive Council.
What does the council do with this information?
Last year, comments and suggestions from FPMs prompted the council to change the Certification goal from exams taken to exams passed, which better supports the goal of increasing the number of certified members and eliminates the confusion that arose when the CBSC measured exams taken and the awards were based on exams passed.The Council approved this for the 2013-14 CBSC
The Council also asked to have more emphasis placed on preparing chapters to have richer discussions of the CBSC at Fall Presidents Meeting.
In 2011, FPM discussions prompted the council to develop a two-step goal for Membership Satisfaction Surveys: chapters must either meet the Council-assigned
goal (set at 60 percent for the 2012-13 DCMS year) or see improvement of 5 percentage points above the chapter's prior satisfaction score. The Council approved this for the 2012-13 CBSC and also made it retroactive for the 2011-12 CBSC.
In 2010, comments regarding the Days Cash on Hand goal resulted in a Task Force. The final report, presented in November 2011, recommended that chapters who were in excess of the recommended DCOH but achieved both education and membership goals would receive credit for the DCOH element the Council approved this for the 2012-13 CBSC.
So keep your good ideas coming, your input helps HFMA better serve our members.
Publication Date: Friday, June 28, 2013
Brian Kueppers, founder and CEO, Apex, discusses the importance of a robust patient payment strategy in boosting organization revenue and enhancing patient satisfaction.
Brian Grazzini, CFO, HealthPort, describes the importance of efficient and compliant information exchange and audit management in helping HIM staff spend less time on paperwork and more on mission-critical projects.
Cindy Matthews, executive vice president, Community Hospital Corporation, discusses how rural and community hospitals can use collaborative partnering to position for success through tough market conditions.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care’s changing payment environment.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
Russ Graney, founder and CEO for Aidin, and John Laursen, head of business development for Aidin, share insights on how to improve care transitions between acute and post-acute care settings and incentivize high-quality patient outcomes.
Scott Elston, strategic accounts manager, GE Healthcare Services, describes how substantial cost reduction in health care requires rethinking business strategy and asset use.
Robert Williams, MD, director, Deloitte Consulting LLP, and Arielle Freiberger, product strategist, ConvergeHEALTH by Deloitte, explain how sophisticated retrospective, real-time, and predictive data analytics can inform decision making to reduce costs and improve care.
Stuart Hanson, director of business development (healthcare solutions) at Citi Retail Services, discusses how improving the payment experience can benefit consumers and healthcare providers.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
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