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Davis Chapter Management System awards for the 2010-11 year were announced at the 58th Annual Chapter Presidents' Dinner and Meeting during HFMA's Annual National Institute in Orlando.
HFMA's most prestigious chapter award, the Robert M. Shelton Award for Sustained Excellence is given in recognition of five years of sustained excellence in service to members, and was presented to the New Jersey Chapter.
The Shelton Award is given in recognition of five years of sustained excellence in service to members. This year alone (2010-11) the New Jersey Chapter achieved a Silver Award for Education with 16.6 education hours per member; the Henry C. Hottum Award for Educational Performance Improvement, growing 100.7% over last year's registrant hours; Gold Award of Excellence for Certification with 17 passed exams. The Chapter is also receiving a Bronze Award of Excellence for Membership and five Helen M. Yerger Special Recognition Awards.
In the past five years, the New Jersey Chapter has displayed year-over-year growth in education hours, member counts, and certified member counts. In that time, the Chapter has also earned:
Accepting the Shelton award for the New Jersey Chapter were past-presidents Mary T. Taylor, MBA, FHFMA; Brian P. Sherin, FHFMA; Joseph J. Dobosh, Jr.; Cheryl H. Cohen, FHFMA, MBA; and Dorothy Lindstrom.
The award was one of many honors that HFMA's voluntary leaders accepted on behalf of their chapters. Attendees at the event included 2010-11 Chapter Presidents as well as current Chapter Presidents, Presidents-Elect, Regional Executives, and the HFMA National Board of Directors. The evening's speakers were 2010-11 National Chair Debora Kuchka-Craig, FHFMA; 2011-12 National Chair Gregory M. Adams, FHFMA; 2011-12 National Chair-elect Ralph E. Lawson, FHFMA, CPA; Secretary/Treasurer Steven P. Rose, FHFMA, CPA; and HFMA President and CEO Richard L. Clarke, DHA, FHFMA.
The C. Henry Hottum Awards for Educational Performance Improvement were presented to the Alabama, Arkansas, Central New York, Central Ohio, Central Pennsylvania, Colorado, Connecticut, Eastern Michigan, Florida, Great Lakes, Greater St. Louis, Heart of America, Idaho, Indiana Pressler Memorial, Lone Star, Maryland, Massachusetts-Rhode Island, McMahon-Illini, Metropolitan Philadelphia, Minnesota, Mississippi, Montana, New Hampshire-Vermont, New Jersey, North Dakota, Northeast Ohio, Northeastern New York, Northern California, Northwest Ohio, Oklahoma, Oregon, Puerto Rico, San Diego-Imperial, Southern California, Southwestern Ohio, Sunflower (Kansas), Tennessee, Texas Gulf Coast, Utah, Washington-Alaska, West Virginia, Western Michigan, Wisconsin, and Wyoming chapters.
The Awards of Excellence for Education recognize chapters that have achieved outstanding performance in educational programming. Like the other awards of excellence, these awards are presented in three tiers.
Charles F. Mehler Gold Awards were presented to the Arkansas, Central Pennsylvania, Hawaii, Hudson Valley NY, Idaho, Iowa, Louisiana, Mississippi, Montana, Nebraska, Nevada, North Dakota, Puerto Rico, South Dakota, South Texas, Sunflower (Kansas), West Virginia, Western New York, and Wyoming chapters.
John M. Stagl Silver Awards were presented to the Alabama, Central Ohio, Colorado, Eastern Michigan, Florida, Georgia McMahon-Illini, New Jersey, North Carolina, Oklahoma, Oregon, San Diego-Imperial, South Carolina, Tennessee, Texas Gulf Coast, and Wisconsin chapters.
Sister Mary Gerald Bronze Awards were presented to the Central New York, Greater St. Louis, Indiana Pressler Memorial, Kentucky, Maine Maryland, Metropolitan New York, Rochester Regional, Show-Me of Missouri, Southern Illinois, Southwestern Ohio, and Washington-Alaska chapters.
The Awards of Excellence for Membership Growth and Retention recognize chapters that have achieved outstanding performance in the growth of membership. The awards are presented in three tiers.
Gold Awards were presented to the Arkansas, Central New York, Central Ohio, Colorado, Connecticut, Eastern Michigan, First Illinois, Florida, Georgia, Greater St. Louis, Hawaii, Heart of America, Indiana Pressler Memorial, Kentucky, Lone Star Maine, McMahon-Illini, Metropolitan New York, Mississippi, New Hampshire-Vermont, New Mexico, North Dakota, Northeast Ohio, Northeastern New York, Northern California, Northwest Ohio, Oregon, Rochester Regional, Show-Me of Missouri, South Dakota, South Texas, Southern California, Southwestern Ohio, Texas Gulf Coast, West Virginia, Western New York, Wisconsin, and Wyoming chapters.
Silver Awards were presented to the Alabama, Arizona, Central Pennsylvania, Hudson Valley NY, Metropolitan Philadelphia, Nebraska, Southern Illinois, and Tennessee chapters.
Bronze Awards were presented to the Louisiana, Maryland, Massachusetts-Rhode Island, Minnesota, New Jersey, North Carolina, Puerto Rico, San Diego-Imperial, and South Carolina chapters.
The Awards of Excellence for Certification recognize chapters that have achieved outstanding performance in certification support. These awards are also presented in three tiers.
Gold Awards went to the Arkansas, Central Ohio, Central Pennsylvania, Colorado, Florida, Georgia, Iowa, Kentucky, Lone Star, Maryland, Massachusetts-Rhode Island, McMahon-Illini, Minnesota, Mississippi, Nevada, New Hampshire-Vermont, New Jersey, North Carolina, Northeastern New York, Northeastern Pennsylvania, Northern California, Oregon, Puerto Rico, San Diego-Imperial, Show-Me of Missouri, South Texas, Southern California, Southwestern Ohio, Tennessee, Virginia-Washington DC, and Wisconsin chapters.
Silver Awards went to the Connecticut, First Illinois, Louisiana, Metropolitan New York, New Mexico, Oklahoma, Southern Illinois, Utah, and Western Michigan chapters.
Bronze Awards went to the Eastern Michigan, Great Lakes, Metropolitan Philadelphia, South Dakota, and Washington-Alaska chapters.
The Helen M. Yerger Special Recognition Awards were presented to chapters that demonstrated outstanding effort and excellence in programs, services, and administration.
Eleven entries earned awards for multi-chapter projects. Chapters receiving the awards, and their projects, were as follows:
Individual chapter award recipients and the number of individual awards received were as follows: Alabama Chapter (2), Arizona Chapter, Arkansas Chapter, Central Ohio Chapter (3), Central Pennsylvania Chapter, Colorado Chapter (4), Connecticut Chapter (3), Eastern Michigan Chapter, First Illinois Chapter (2), Florida Chapter (2), Georgia Chapter (2), Great Lakes Chapter (3), Greater St. Louis Chapter, Heart of America Chapter (4), Iowa Chapter, Kentucky Chapter (2), Maryland Chapter (3), Massachusetts-Rhode Island Chapter (3), Metropolitan New York Chapter, Metropolitan Philadelphia Chapter, Mississippi Chapter, Nebraska Chapter (4), New Jersey Chapter (4), North Carolina Chapter, North Dakota Chapter, Northeast Ohio Chapter, Northern California Chapter (4), Oklahoma Chapter, Oregon Chapter (4), Rochester Regional Chapter, San Diego-Imperial Chapter (2), Show-Me of Missouri Chapter, South Carolina Chapter (3), Southern California Chapter, Southern Illinois Chapter, Tennessee Chapter (2), Texas Gulf Coast Chapter (2), Virginia-Washington DC Chapter (2), Washington-Alaska Chapter, and Western New York Chapter.
Use the Chapter Awards Order Form to order additional copies of Chapter Awards of Excellence, Yerger Awards, or Hottum Awards directly from HFMA's vendor, Honorcraft Incorporated.
Download the complete list of 2010-11 Award Winners or visit the Chapter Awards and Recognition page for more information.
In this Business Profile, Shawn Yates, director of healthcare product management at Ontario Systems, discusses the growing challenge of managing self-pay accounts and provides insight on how providers can successfully collect patient payments.
In this business profile, Cathy Smith, leader of the revenue transformation consulting practice at The Claro Group discusses how the organization helps hospitals and medical groups reimagine their revenue cycle.
In this business profile, Deloitte & Touche LLP executives Anne Phelps, principal and U.S. healthcare regulatory leader, and Daniel Esquibel, senior manager, explain ways health systems, health plans, and physician practices can prepare for MACRA.
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.
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.
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