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Mark your calendars! October 29 is the day Chapter Membership Satisfaction Surveys will hit your members' inboxes.
Now is a good time to remind your chapter members that you listened to their past comments and to let them know what your chapter has done to address any issues they raised in past surveys. Tell them about new programs you may have initiated and enhancements your chapter has made to the member experience as a result of their comments-and those that your leadership initiated on its own.
If you remind your members what you've done for them lately, they will be more likely to share their ideas and to respond favorably to this fall's survey.
Is the thought of writing another email giving you a massive case of writer's block? No worries, several chapters have agreed to share communications they've sent to promote participation in the Chapter Membership Satisfaction Survey. Feel free to lift copy and create a message that's just right for your chapter-just remember to update the dates!
These communications use a number of techniques that we think will help encourage participation:
We've underlined language that we think is especially effective.
Click a link to take you to each message:
Georgia Chapter email sent Oct. 20, 2011Northeastern New York Chapter email sent 10/27/10Northern California 2011 News Flash email sent Oct. 25Northern California 2011 News Flash Follow up email sent Oct. 28
Thursday, October 20, 2011
A MESSAGE REGARDING THE UPCOMING HFMA MEMBER SATISFACTION SURVEY
Every year, National HFMA conducts a "Member Satisfaction Survey." The results are reported back to the Chapter, so Chapter leaders can work on celebrating and sharing those positive things that Membership tells us, and addressing and satisfying specific needs identified for improvement within the Chapter.
As President of HFMA-Georgia Chapter, I can tell you that the Board, Officers and Committee Chairs and others ("we") take the results very seriously. On or around October 25th, many of you will receive the 2011 "Chapter Membership Satisfaction Survey" from HFMA, requesting your feedback.
Based on the 2010 survey results (published January 2011), which had increased to the highest level since 2004, we listened to your comments, and have enacted measures to address the concerns you expressed. This includes new, expanded, and improved programs, and other enhancements our Chapter has made to elevate our Members' overall experience, and the real value of membership. From that survey, Chapter Members voiced the two improvements the Chapter needs to make "the most" are the following:
Educational Topics at Chapter Programs - our Program Chair and Committee have worked very hard for the 2011-2012 Chapter year to bring to the Members multiple Webinars and workshops all of which are timely and have current content. Additionally, we are offering a new Leadership Series at each of the Institutes designed to target the leadership techniques and management skills needed by today's healthcare managers. The few leadership programs available in healthcare today are very costly, it becomes almost cost prohibitive to send even one participant. Recognizing the need for our operational decision makers to have a stronger foundation, this inaugural Leadership Series has proven to be a huge success thus far.
Chapter Networking Opportunities - A large part of being a successful Chapter can be attributed to the contributions made by our Corporate Sponsors. Without the Corporate Sponsors financial support we would not be able to offer the wonderful educational and networking events at our Institutes. The Georgia Chapter is able to offer affordable events to our membership due to the support of our Corporate Sponsors. In an effort to continue to make the Corporate Sponsors support a value to their organizations, we are again going to offer the Speed Networking event at the Fall Institute to allow Sponsors one on one time with our Chapter Providers.
We will continue to provide networking time at each of our Institutes and in addition, the Georgia Chapter of HFMA using Social Networking more, through links on our website to Facebook and LinkedIn.
While these above two items were identified as the highest "priorities" by our Members, Chapter leadership is also committed to bring about many other improvements, including but not limited to:
I trust this information is useful to you in understanding the efforts being made by your HFMA-Georgia Chapter President and leadership to continue to enhance the value of being a Chapter Member. I encourage you to complete the forthcoming Survey. Honestly answer the questions as YOU want to respond, including any comments you might make.
To all the Members of the HFMA-Georgia Chapter, from Sponsors to Vendors to Provider Members and others, I thank you so much!
HFMA - GA Chapter
Oct. 27, 2010
HFMA Member Survey
Dear Chapter Member,
HFMA will be sending out their annual survey to determine how well our Northeastern New York Chapter is serving your needs. Following are some examples to illustrate how we use the results of your responses to the meeting evaluations and these national surveys to plan our future activities.
If you are chosen to participate in the survey, please tell National how we are serving you.
If you are not, please tell us how we can serve you better by filling out the evaluations at meetings or communicating with your officers and BOD members. As always, we are looking to enhance our current structure with new members and new ideas. If you are interested in becoming more involved in our chapter, please feel free to contact me at any time.
We are here to make your NENY chapter an essential part of your successful career.
It is an honor to serve you!
Mollie Kennedy and Mike Wallner
Chapter President, 2011-2012
We listened to your comments last year and the results were very good
Response Rate: 12%
FY11 Overall High Satisfaction: 58%
We want to EXCEED last year's chapter member satisfaction survey. It's very important that we generate a better response rate and a higher level of member satisfaction. Your opinions are important to us. We're proud of the improvements we made and want to do even better.
In response to chapter member comments and suggestions last year, we provided many new education sessions. The following is a summary of last year's offerings from July 2010 through June 2011.
Did You Miss It?
The Annual HFMA Chapter Survey was sent to your email box on October 25
Your opinion is important to us. We listened to your comments last year and we responded by developing a yearlong chapter calendar featuring new education sessions and networking/social events:
It is our goal to listen to you and address your needs. Please let us know how we can serve you, and make your HFMA membership relevant and worthwhile.
Your HFMA Northern California Chapter Leadership Team
Publication Date: Thursday, August 30, 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.
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.
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.
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.
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.
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.
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.
With the ICD10 deadline quickly approaching and daily responsibilities not slowing down, final preparations for October 1 require strategic prioritization and laser focus.
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.
Announcements from several commercial payers and the Centers for Medicare and Medicaid Services (CMS) early in 2015 around increased efforts to form value-based contracts with providers seemed to point to an impending rise in risk-based contracting. Rather than wait for disruption from the outside in, health care providers are now making inroads on collaborating with payers on various risk-based contracting models to increase the value of health care from within.
Yuma Regional Medical Center (YRMC) is a not-for-profit hospital serving a population of roughly 200,000 in Yuma and the surrounding communities.
Before becoming a ZirMed client, Yuma was attempting to manually monitor hundreds of thousands of charges which led to significant charge capture leakage. Learn how Yuma & ZirMed worked together to address underlying collections issues at the front end, thus increasing Yuma’s overall bottom line.
Kindred Hospital Rehabilitation Services works with partners to audit the market and the facility’s role in that market to identify opportunities for improvement. This approach leads to successes; Kindred’s clinical rehab and management expertise complements our partners’ strengths. Every facility and challenge is unique, and requires a full objective analysis.
As the critical link between patient care and reimbursement, health information enables more complete and accurate revenue capture. This 5-Minute White Paper Briefing shares how to achieve cost-effective revenue integrity by your optimizing HIM systems.
Speedier cash flow starts with better CDI and coding. This 5-Minute White Paper Briefing explains how providers can improve vital measures of technical and business performance to accelerate cash flow.
Qualified coders are getting harder to come by, and even the most seasoned professional can struggle with the complexity of ICD-10. This 5-Minute White Paper Briefing explains how partnerships can help improve coding and other key RCM operations potentially at a cost savings.
The point of managing your revenue cycle isn’t just to improve revenue and cash flow. It’s to do those things effectively by consistently following best practices— while spending as little time, money, and energy on them as possible.
How Lucile Packard Children’s Hospital Stanford increased payments received within 45 days by 20% and reduced paper submission claims by 70% by using ZirMed solutions.
The reasons claims are denied are so varied that managing denials can feel like chasing a thousand different tails. This situation is not surprising given that a hypothetical denial rate of just 5 percent translates to tens of thousands of denied claims per year for large hospitals—where real‐world denial rates often range from 12 to 22 percent. Read about how predictive modeling can detect meaningful correlations across claims denials data.
Emergency Mobile Health Care (EMHC) was founded to be and remains an exclusively locally owned and operated emergency medical service organization; today EMHC serves a population of more than a million people in and around Memphis, answering 75,000 calls each year.
Since the Physician Quality Reporting Initiative (PQRI) introduction, CMS has paid more than $100 million in bonus payments to participants. However, these bonuses ended in 2015; providers who successfully meet the reporting requirements in 2016 will avoid the 2% negative payment adjustment in 2018, so now is the time to act! Included in this whitepaper are implications of increasing patient responsibility, collections best practices, and collections and internal control solutions.
Getting paid what your physician deserves—that’s the goal of every biller. Yet even for the best billers, achieving that success can be elusive when denials stand in the way of success, presenting challenges at every turn. Denials aren’t going away, but you can learn techniques to manage and even prevent them.Join practice management expert Elizabeth W. Woodcock, MBA, FACMPE, CPC, to: Discover methods to translate denial data into business intelligence to improve your bottom line, determine staff productivity benchmarks for billers, and recognize common mistakes in denial management.
Physician practices must improve organizational efficiency to compete in this era of reduced reimbursement and escalating administrative costs.
Many healthcare organizations are pursuing next-generation health information systems solutions. Learn more about Navigant's work with University of Michigan Health System.
The proper implementation of healthcare information technology systems is crucial to an organization’s financial health.
Converse and network with your peers around vital topics.
Drive down costs while improving quality in a reform environment.
Receive expert insights and how-to action to achieve and maintain peak revenue cycle performance.
Access expert insights on financial forecasting/planning, strategic partnerships, capital allocation, and more.
Copyright 2016, Healthcare Financial Management Association.
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