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Transformation toward value-based healthcare is reshaping the delivery of care, patient expectations, and payment structures.
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Ms. Mirabelli is the National Chair of HFMA during the 2016–17 term, beginning June 1, 2016.
She is vice president, Global Practice-Healthcare, HP Enterprise Services LLC, Plano, Texas.
A member of HFMA since 2003, Ms. Mirabelli has served on the Association's Board of Directors, Governance Committee, National Advisory Council, Morgan Award Judging Committee, Healthcare Leadership Council, and Strategic Planning Committee. She is also a recipient of the Follmer Bronze Award. She also has had governance positions with the HCA Foundation Board and Vision Consulting, and she serves as chair of the Federation of American Hospitals Health Information Technology Task Force.
Ms. Mirabelli received her bachelor's degree from the University of Illinois at Urbana-Champaign and her master's in management certificate in finance and marketing from the J.L. Kellogg Graduate School of Management, Northwestern University.
Ms. Friesen is the National Chair-Elect of HFMA during the 2016-17 term, beginning June 1, 2016.
Carol A. Friesen, FHFMA, CHFP, MPH, is vice president of health system services, Bryan Health, Lincoln, Neb.
A member of HFMA since 1999, Ms. Friesen’s involvement with the Association at the national level has included serving on the Board of Directors, the National Advisory Council, the Early Careerist Task Force, and as a Region 8 regional executive. Ms. Friesen has also served the Nebraska Chapter as director,
treasurer, secretary, vice president, and president. She has received the Follmer Bronze, Reeves Silver, and Muncie Gold merit awards, as well as the HFMA Medal of Honor.
Ms. Friesen holds a Bachelor of Science degree in business management and a Master of Public Health degree in healthcare administration.
Mr. Brennan is the voluntary Secretary/Treasurer of HFMA during the 2016–2017 term, beginning June 1, 2016.
He is executive vice president of finance and CFO, Geisinger Health System, Danville, Pa.
A member of HFMA since 1992, Mr. Brennan serves on the Association’s Principles & Practices Board. He also serves as treasurer of Geisinger Health System Foundation and is a member of the board of directors of Geisinger Assurance Company Ltd. and treasurer/member of the board of directors of Geisinger Insurance Corporation, Risk Retention Group.
Mr. Brennan holds an MBA in healthcare administration and a bachelor of science in business administration, both from LaSalle University. He is a member of the AICPA and the Pennsylvania Institute of Certified Public Accountants.
Mr. Fifer is President and CEO of HFMA.
Prior to assuming this position in June 2012, Mr. Fifer spent 11 years as vice president of hospital finance at Spectrum Health in Grand Rapids, Mich. He also spent time with McLaren Health Care Corporation, Flint, Mich., as vice president of finance and with Ingham Regional Medical Center, Lansing, Mich., as senior vice president of finance and CFO. Mr. Fifer started his career with nine years at Ernst & Young, also in Michigan.
An HFMA member since 1983, Mr. Fifer has served as Chair of the Board of Directors, two terms as a board member, and as a chapter president.
Mr. Fifer received his bachelor’s degree in business administration from Saginaw Valley State University. He is an active community volunteer and runner. Mr. Fifer and his wife, Katie, have three children: Sarah, Tom, and Joe-Joe.
Mr. Arrick is a voluntary Director of HFMA during the 2014–17 term, beginning June 1, 2014.
He is managing director in the corporate and government ratings group at Standard & Poor's Ratings Services, San Francisco.
A member of HFMA since 1997, Mr. Arrick has served on the Association's Principles & Practices Board. Mr. Arrick has been ranked in Modern Healthcare's list of the 100 most influential people in the healthcare sector and named by Smith's Research & Gradings to its all-star research team. He has authored numerous publications and special reports on the healthcare sector.
Mr. Arrick received his bachelor's degree from Case Western Reserve University and his MBA and master of public health degrees from Columbia University.
Ms. Cermak is a voluntary Director of HFMA during the 2015-2018 term, beginning June 1, 2015.
She is senior vice president and CFO, Central Texas Division, at Baylor Scott & White Health in Temple, Texas.
A member of HFMA since 1996, Ms. Cermak has served the National Association as a member of the National Board of Examiners, and she has served the McMahon-Illini Chapter as treasurer, secretary, vice president and president. She has received the Follmer Bronze, Reeves Silver, and Muncie Gold merit awards.
Ms. Cermak, a Fellow of HFMA and Certified Public Accountant, holds a bachelor of science degree and master of science degree in accounting.
Mr. Chadwick is a voluntary Director of HFMA during the 2015-2018 term, beginning June 1, 2015.
He is executive vice president and CFO at Henry Ford Health System in Detroit, Mich.
A member of HFMA since 1985, Mr. Chadwick has served the National Association as a member of the Large System CFO Council and is a frequent speaker at HFMA conferences. Mr. Chadwick has held senior executive positions at some of the nation’s leading health systems, including Wake Forest Baptist Health in Winston-Salem, N.C.; Trinity Health in Novi, Mich.; Mercy Health Services (Trinity’s predecessor); and University of Chicago Hospitals.
Mr. Chadwick holds a bachelor of science degree in economics and an MBA from the University of Chicago Graduate School of Business.
Ms. Coleman is a voluntary Director of HFMA during the 2016-2019 term, beginning June 1, 2016.
She the executive vice president and CFO for Excellus BlueCross BlueShield and its parent corporation, The Lifetime Healthcare Companies.
A member of HFMA since 1993, Ms. Coleman is a 30-year veteran of the healthcare industry. She was CFO of Blue Cross and Blue Shield of Rhode Island before joining The Lifetime Healthcare Companies in 2011. Before Rhode Island, she was at UnitedHealthcare, Cigna, and a hospital in
Ms. Coleman holds a Bachelor of Science degree in accounting and is pursuing an Executive MBA from the University of Rochester’s Simon Business School.
Mr. Crane is a voluntary Director of HFMA during the 2016-2019 term, beginning on June 1, 2016.
He has dedicated his career to the healthcare industry. He graduated from Oregon State University in 1985 and immediately began working as a Medicare and Medicaid reimbursement consultant to hospitals and home health agencies. He earned his CPA designation in 1989 and moved into financial management of hospitals and health systems.
Mr. Crane is currently the CEO of Propel Health, a startup partnership between seven Oregon health systems and an Oregon payer. He served 10 years as the CFO at Salem Health prior to this position and was employed by Oregon Health & Science University for seven years prior to that. In 2010 he earned a Master in
Healthcare Administration degree from the University of Minnesota.
Mr. Crane has served on several boards throughout his career. He is a member of HFMA’s Chapter Advancement Team. He was the president of the Oregon Chapter of HFMA and served six years on this board. He is currently on the board of Apprise Health Insights, a part of the Oregon Association of Hospitals and Health Systems. He
was a director on the board of the Oregon Trail Chapter of the American Red Cross and served on the economic development corporation board for Marion and Polk counties in Oregon.
Mr. Crane lives in West Salem, Ore., with his wife, children, and pets. He enjoys making wine, skiing, and scuba diving.
Mr. Dewerff is a voluntary Director of HFMA during the 2014–17 term, beginning June 1, 2014.
He is president and CEO of UnityPoint Health–Fort Dodge, and senior vice president of UnityPoint Health. He is based in Fort Dodge, Iowa.
A member of HFMA since 1997, Mr. Dewerff has been involved with HFMA as Regional Executive for the Association’s Region 8, and has served as director, treasurer, secretary, vice president, president-elect, and president for the Iowa Chapter. He has received the Follmer Bronze, Reeves Silver, and Muncie Gold merit awards. He is also a recipient of the HFMA Medal of Honor.
Mr. Dewerff received his bachelor of science in accounting from Minnesota State University Moorhead and his MBA from Wayne State College.
Ms. Faig is a voluntary Director of HFMA during the 2014–17 term, beginning June 1, 2014.
She is a partner with Ernst & Young LLP, Houston.
A member of HFMA since 1991, Ms. Faig's involvement with the Association includes serving on the Principles & Practices Board and speaking at national events, and past service as a chair and chapter director for the Texas Gulf Coast Chapter. She is a Founders Bronze and a Silver Award recipient. Ms. Faig has served on the Women’s Home governing board, BioHouston advisory board, and Rice University's Alliance for Entrepreneurship advisory board.
Ms. Faig is a graduate of Sam Houston State University and a member of AICPA and TSCPA.
Ms. Galindez is a voluntary Director of HFMA during the 2015-2018 term, beginning June 1, 2015.
She is vice president, client management, for Conifer Health Solutions in Frisco, Texas.
A member of HFMA since 2002, Ms. Galindez has served the National Association as a member of the National Advisory Council, and she served at the Chapter level as the South Texas Chapter president and as chair and member of various committees for the Gulf Coast, First Illinois, and South Texas Chapters. She has received the Follmer Bronze, Reeves Silver, and Muncie Gold merit awards.
Ms. Galindez holds a bachelor of business administration in finance from Florida Atlantic University.
Ms. Reichle is a voluntary Director of HFMA during the 2016-19 term, beginning June 1, 2016.
She is CFO and senior vice president of Lansing, Mich.-based Sparrow Health System. A member of HFMA since 1995, Ms. Reichle has served the Association as a member of the National Advisory Council and the Principles & Practices Board.
Ms. Reichle holds a Bachelor's degree from the Eli Broad College of Business at Michigan State University and a Master's degree from the Richard DeVos Graduate School of Management at Northwood University.
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.
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